Work Factors

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  • Topic: Management, Libya, Politics of Libya
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  • Published : January 23, 2013
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THE INFLUENCE OF WORK ENVIRONMENTAL FACTORS ON MOTIVATION TO TRANSFER MANAGEMENT TRAINING: CASE STUDY OF THE LIBYAN OIL INDUSTRY

Mohamad Abozed (1), Yassine Melaine (2), Karima Saci (3)

1) PhD Candidate, School of the Built Environment, Liverpool John Moores University, Byrom Street, Liverpool L3 3AF, UK 2) Senior lecturer, School of the Built Environment, Faculty of Technology and Environment, Liverpool John Moores University 3) Senior lecturer, School of the Built Environment, Faculty of Technology and Environment, Liverpool John Moores University

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ABSTRACT
In today's workplace, employees need to improve their knowledge and skills continuously to be able to perform their jobs. Hence, leaders of organizations are seeking to apply the most effective training strategies to ensure maximum performance and profitability. In this context, it is vital to understand the factors that influence the transfer of training in organizational environment. The literature review on work environment and performance shows the importance of training transfer. Both researchers and practitioners have acknowledged that transfer of training will only occur when trainees have positive perception on the work environment. In Libya, despite the Libyan government attempts to develop training systems, no previous studies have investigated the relationship between work environment and training transfer in the oil industry. Therefore, the purpose of this research is to investigate the influence of work environmental factors on motivation to transfer training through a proposed framework that relates the employees' perceptions of work environmental factors to effectives training strategies. Thus, this research will attempt to fill the gap in the existing literature by investigating training transfer in the Libyan oil industry. Keywords: Libyan Oil Industry, Motivation to Transfer Training, Training Transfer, Work Environment.

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INTRODUCTION
Despite the ambiguities surrounding transfer of training of management, the field of training research has recently undergone a major paradigm shift with the development of several integrative models designed to explain the measuring factors affecting transfer of learning and training (Holton et al, 2000). In general terms, the transfer of training refers to the process of the implementation of knowledge, skills, attitudes and other qualities acquired during a training programme to improve productivity, effectiveness and job satisfaction (Machin, 1999). In order to prevent losses associated with a decline in performance, it is essential to consider the transfer of training as a vital constituent of the training process adopted by managers and programme participants (Machin, 1999). The main purpose of the transfer of training is to enhance the return on investment from training. Therefore organisations must understand the variables associated with transfer of training, so that they can promote those which enable transfer and intervene to limit those which inhibit it (Baharim, 2008). “ Training transfer is the degree to which trainees effectively apply the knowledge, skills and attitudes gained in training context to the job” Wexley & Latham (1991 cited in Park, J, 2007, p. 13 ). Furthermore, transfer of training outcomes is learning. Therefore learning at work is defined as observed changes in workplace behaviour attributable to new knowledge and skills (Ivergard & Hunt, 2004). The production activities that follow a successful exploration programme involve some risks including training risks that impact on investment in the oil sector (Biltayib, 2006). Clearly, identifying these risks, their impacts and developing detailed management plans to avoid or minimise them is a vital and integral part of planning these exploration and production activities (Biltayib, 2006). A common tool used to avoid training risks is to know the factors which affect the transfer of training. There is a lack of...
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