Laura Elisabeth Creon, Carsten Christoph Schermuly
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A new path to training transfer: Transformational trainers and psychologically empowered training participants
Successful training transfer is necessary for employees to adapt to this fast-changing working world. In this study, we investigate whether transformational trainer behaviour can inspire training participants to change their self-concept during training and whether this is related to increased training transfer. Following the self-concept based theory, we examine the relationship between transformational trainer behaviour and training transfer, mediated by psychological empowerment. Moreover, we test a cross-level interaction such that the indirect effect varies based on the number of participants per training group. We conducted a two-wave study with 373 training participants in 58 training groups. Multilevel moderated mediation analysis showed that the training participants’ psychological empowerment mediated the positive relationship between transformational trainer behaviour and training transfer two months later. However, this indirect effect was not moderated by the number of participants per group. These results add to the discourse on the importance of trainers for training transfer and offer a new perspective on training as changing the participants’ self-concept.
期刊介绍：
Increasing international competition has led governments and corporations to focus on ways of improving national and corporate economic performance. The effective use of human resources is seen as a prerequisite, and the training and development of employees as paramount. The growth of training and development as an academic subject reflects its growth in practice. The International Journal of Training and Development is an international forum for the reporting of high-quality, original, empirical research. Multidisciplinary, international and comparative, the journal publishes research which ranges from the theoretical, conceptual and methodological to more policy-oriented types of work. The scope of the Journal is training and development, broadly defined. This includes: The determinants of training specifying and testing the explanatory variables which may be related to training identifying and analysing specific factors which give rise to a need for training and development as well as the processes by which those needs become defined, for example, training needs analysis the need for performance improvement the training and development implications of various performance improvement techniques, such as appraisal and assessment the analysis of competence Training and development practice the design, development and delivery of training the learning and development process itself competency-based approaches evaluation: the relationship between training and individual, corporate and macroeconomic performance Policy and strategy organisational aspects of training and development public policy issues questions of infrastructure issues relating to the training and development profession The Journal’s scope encompasses both corporate and public policy analysis. International and comparative work is particularly welcome, as is research which embraces emerging issues and developments.
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