Date of Award

4-1995

Degree Name

Doctor of Education

Department

Educational Leadership, Research and Technology

First Advisor

Dr. Bob Brinkerhoff

Second Advisor

Dr. Pat Jenlink

Third Advisor

Dr. Helenan Robin

Abstract

The purpose of this study was to explore the relationship between the presence of practices to support transfer of training and the perception of trainees and managers of the alignment of training with the strategic direction of the organization in a targeted training program of a Fortune 200 company, in Michigan. A secondary purpose was to investigate the relationship between awareness of and commitment to the strategic direction of the organization among trainees and their managers. The subjects of the study were 147 sale representatives (96% of the targeted sample size) and 36 field managers. The study consisted of a survey and three follow-up discussions with 30 trainees. An investigator-developed questionnaire was used to measure the variables. Its validity was established by an expert panel and a quantitative technique for content validation. The reliability was established through the use of the Cronbach’s alpha coefficient.

Four hypotheses were tested in this study. Parametric techniques (Pearson product-moment correlation coefficient and t-test for independent means) and non-parametric techniques (Spearman rank-order correlation coefficient and Mann-Whitney U test) were used to test the hypotheses for trainees and field managers at 0.05 level.

This study found a low-to-moderate positive correlation between the perceived alignment of training with the strategic direction of the organization and the presence of practices to support transfer of training and also a positive correlation between awareness of the strategic direction of the organization and commitment to that strategic direction for both trainees and managers. The group of trainees that reported very-high transfer of training, perceived significantly higher alignment of the training program with the strategic direction of the organization than the group of trainees that reported low-to-high transfer of training. Field managers did not differ significantly in this variable. Trainees who reported very-high transfer of training also reported significantly higher presence of practices to support transfer throughout the training program than the group of trainees that reported low-to-high transfer of training. Field managers did riot differ significantly in this variable either. These findings show the importance of linking training to the strategic goals of the organization, and building partnerships trainers-trainees-managers for enhancing transfer of training. Further research in other training settings is recommended.

Access Setting

Dissertation-Open Access

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