Open AccessOrganizational Climate and Transfer of Training in a Public Corporation in Qatar
Author(s) -
Thamer Mohammed Maharmeh
Publication year - 2021
Publication title -
al-mağallaẗ al-duwaliyyaẗ li-našr al-buḥūṯ wa-al-dirāsāt
Language(s) - English
Resource type - Journals
ISSN - 2709-7064
DOI - 10.52133/ijrsp.v2.20.4
Subject(s) - organisation climate , perception , corporation , transfer of training , psychology , training (meteorology) , public relations , training and development , applied psychology , business , knowledge management , social psychology , political science , management , geography , computer science , economics , cognitive psychology , finance , neuroscience , meteorology
The current research investigates the association between organizational climate and training transfer in case of a Qatari public corporation. It seeks to enhance training transfer through improving the organizational climate. To meet the objectives of the research, survey was developed and distributed to all employees who work for the selected corporation. (152) surveys were returned and analyzed by using SPSS. Results of data analysis revealed that there are positive attitudes towards transfer of training. In other words, employees believe that training influences their performance and behavior. Besides, employees transfer what they learned in training into their workplace. It was also found that employees perceive the overall organizational climate and the dimensions of organizational climate positively. This gives indicator of positive attitudes and perceptions of organizational climate. Regarding the relationship between the dimensions of organizational climate and transfer of training, results of data analysis revealed that there are strong and positive relationships between employee perceptions of eight dimensions of organizational climate and transfer of training into the workplace. It was found that there were positive and strong relationships between employee perceptions of support, responsibility, structure, conflict, identity, warmth, support, and risk on one hand, and their perceptions of training transfer on the other hand. Still, the relationship employee perceptions of rewards and their perceptions of training transfer was weak and not significant.