Finding triggers for training transfer: evidence from the National Human Resource Development Institute in Korea

IMPACT

This article looks at public sector training from a human resource development (HRD) perspective. The authors discuss training to improve performance but also coaching trainees to transfer their expertise and training to others. Employees who transfer training were shown to be better performers. An HRD training programme that does not consider a trainee’s personal characteristics (for example capacity, motivation, interest, self-efficacy, and psychological state) cannot promote learning or transfer motivation. Practitioners who design HRD programmes for the public sector must consider individual differences and customized HRD programmes to facilitate knowledge transfer in the workplace.

ABSTRACT

Effective training helps develop employees’ knowledge, skills, and abilities, and encourages them to use their competencies to improve overall organizational performance. The authors investigated the extent to which public sector organizations are incorporating trainee characteristics and training design into their training programmes, the relationship between these activities, and the motivation for training transfers. Theoretical and practical implications for human resource development strategies in the public service are suggested.

KEYWORDS:

• Employee training and development
• public sector pre-training activities
• near transfer and far transfer of training
• training activities
• training transfer motivation

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Notes on contributors

Min Young Kim

Min Young Kim is an Associate Professor at the Jeon-Ju University in South Korea. Her primary research topics include public and nonprofit management, strategic human resource management, and organizational behaviour.

Hyo Joo Lee

Hyo Joo Lee is a Research Fellow at Korea Institute of Public Administration. Her main research topics include public management, strategic human resource management, public service motivation, and organizational behaviour.