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Social support at the workplace, motivation to transfer and training transfer: a multilevel indirect effects model
Author(s) -
Massenberg AnnChristine,
Spurk Daniel,
Kauffeld Simone
Publication year - 2015
Publication title -
international journal of training and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.558
H-Index - 26
eISSN - 1468-2419
pISSN - 1360-3736
DOI - 10.1111/ijtd.12054
Subject(s) - transfer of training , psychology , context (archaeology) , psychological intervention , social support , perception , transfer of learning , supervisor , process (computing) , knowledge management , applied psychology , social psychology , computer science , cognitive psychology , developmental psychology , management , paleontology , neuroscience , psychiatry , economics , biology , operating system
Supervisor support, peer support and transfer motivation have been identified as important predictors of training transfer. Transfer motivation is thought to mediate the support–training transfer relationship. Especially after team training interventions that include all team members (i.e. whole‐team training), individual perception of these factors might be shared among team members. However, an integration of the team level in the training transfer process is rare, yet still needed. Analyzing 194 employees from 34 teams in the context of whole‐team training interventions, we found similar relationships and processes at both levels of analysis: social support enhances transfer motivation at the individual and team levels. Furthermore, motivation to transfer increases training transfer and serves as a connecting mechanism in the social support–training transfer link. The results underline the importance of: (1) considering multiple levels in theories and research about the training transfer process; and (2) ensuring the practice of individual‐directed support and a shared, supportive climate within teams.