How to maximize the impact of workplace training: a mixed-method analysis of social support, training transfer and knowledge sharing

Abstract

ABSTRACT Training is crucial for developing employee competences and improving organizational performance. However, to ensure the effectiveness of training, it is essential that the newly acquired knowledge is applied (training transfer) and shared within the organization (knowledge sharing). To explore this further, the first study involved a survey of 541 employees who had undergone workplace training within the past two years. By using a joint model for training transfer and knowledge sharing, it was discovered that both factors had a significant impact on individual organizational results and identified motivation and volition as mediators. Furthermore, we found that both peer and supervisor support functioned as antecedents for training transfer and knowledge sharing. In the second study, the role of social support was further investigated by exploring how knowledge networks change through training and how knowledge is shared and acquired through social connections after training. Qualitative interviews were conducted with 51 participants and recorded their knowledge networks before and after training. Our findings indicate that participants primarily gain new contacts within their own organization, and that transfer of training predicts the change in the number of contacts in the network.