Search

The purpose of this study was to bridge the gap between micro-training research on the transfer of training and macro-training research on training and firm performance by testing the relationship between transfer of training and firm performance. Training and development professionals completed a survey about the training methods used in their organization (on-the-job, classroom, computer-based), the transfer of training, and their firm's performance. The results indicated that transfer of training was positively related to firm performance and mediated the relationship between training methods and firm performance. The results also suggest that among the three training methods, on-the-job training was the most strongly related to transfer of training and firm performance. These results highlight the importance of transfer of training for firm performance and suggest that meaningful organizational outcomes can be obtained by implementing training programs and strategies to facilitate and improve the transfer of training.

The purpose of this study was to investigate the relationship between training evaluation and the transfer of training in organizations. We hypothesized that training evaluation frequency will be related to higher rates of transfer because evaluation information can identify weaknesses that lead to improvements in training programs and create greater accountability among stakeholders for training outcomes. The data were obtained from 150 training professionals who were members of a training and development association in Canada. The results indicated that training evaluation frequency is positively related to training transfer. However, among Kirkpatrick's four levels of evaluation criteria, only behavior and results criteria were related to higher rates of transfer of training, indicating that the level of evaluation criteria is important for training transfer. These results indicate the importance of organizational-level initiatives such as training evaluation in addition to individual-level practices for facilitating the transfer of training.

The purpose of this study was to investigate student preferences for socialization tactics and their intentions to be proactive when they begin a new job. We examined the relationship between the Five Factor Model of personality and proactive personality with socialization tactics preferences and proactive behavior intentions in a sample of 243 undergraduate university students enrolled in a cooperative management program. The results indicate that personality predicts preferences for socialization tactics and intentions to be proactive. In particular, individuals high on agreeableness prefer institutionalized socialization tactics and individuals high on extraversion and proactive personality report higher intentions to be proactive when they begin a new job. These results suggest that one size does not fit all newcomers when it comes to socialization. The implications for research and practice before and after organizational entry are discussed. (Contains 3 tables.)

This study examined the direct, mediating, and moderating effects of proactive outcomes in the relationship between newcomer proactive behaviors and socialization outcomes. Based on a sample of 204 co-op university students who completed surveys at the end of their work term, the results indicated that newcomers who more frequently engaged in a proactive behavior (e.g., information seeking) were more likely to receive the corresponding proactive outcome (e.g., information). We also found that proactive outcomes mediate the relationship between proactive behaviors and socialization outcomes and several of the proactive behaviors were more strongly related to socialization outcomes for newcomers who obtained more proactive outcomes. These results indicate the important yet previously neglected role of proactive outcomes for understanding the relationship between newcomer proactive socialization behaviors and outcomes. (Contains 4 tables and 1 figure.)

Social cognitive theory was used to explain the relationships between career-relevant activities (environmental and self career exploration, career resources, and training), self-regulatory variables (job search self-efficacy and job search clarity), variables from the Theory of Planned Behavior (job search attitude, subjective norm, job search intention), and job search intensity. Based on a sample of employed and unemployed job seekers, we found that job seekers who spent more time in career exploration, attended more training programs, and used more career resources reported higher job search clarity and job search self-efficacy. Job search self-efficacy, job search attitude, and subjective norm predicted job search intention, and job search clarity and job search intention predicted job search intensity eight months later. The results of this study provide practical information on what job seekers can do to improve their job search clarity and job search self-efficacy and demonstrate the application of social cognitive theory for understanding and predicting job search behavior. (Contains 3 tables and 1 figure.)

Decades have been spent studying training transfer in organizational environments in recognition of a transfer problem in organizations. Theoretical models of various antecedents, empirical studies of transfer interventions, and studies of best practices have all been advanced to address this continued problem. Yet a solution may not be so elusive. This paper spotlights the crucial role of accountability in solving the transfer problem by applying the theoretical lens of Schlenker's pyramid of accountability. A conceptual framework is advanced and implications for future research and practice are discussed. Recommendations for practice include conducting a training transfer accountability audit to determine where and for whom accountability lapses exist in an organization, developing and clearly communicating prescriptions and expectations for training transfer for each stakeholder group, and evaluating training transfer outcomes across training programs. (Contains 1 figure and 3 tables.)

This study investigated the relationship between job search objectives (finding a new job/turnover, staying aware of job alternatives, developing a professional network, and obtaining leverage against an employer) and job search methods (looking at job ads, visiting job sites, networking, contacting employment agencies, contacting employers, and submitting applications). In a sample of 205 employed individuals from Belgium and Romania, job search objectives were significantly related to job search methods even after job satisfaction was controlled. Furthermore, particular objectives predicted specific methods. While the finding a new job/turnover objective predicted all search methods, staying aware of alternatives predicted using job ads and sites; the network objective predicted networking and contacting employers; and the leverage objective predicted contacting employers. Results suggest that search objectives are important for understanding job seekers' search behavior and support the view that job search is a self-regulatory process that begins with objectives which activate search behavior. (Contains 2 tables.)

One of the most popular and often studied topics in the organizational socialization literature is Van Maanen and Schein's [Van Maanen, J., & Schein, E. H. (1979). Toward a theory of organizational socialization. In B. M. Staw (Ed.), "Research in organizational behavior" (Vol. 1), pp. 209-264. Greenwich, CT: JAI Press.] theory of organizational socialization tactics. Over 30 studies on socialization tactics have been conducted in the past 20 years. In this meta-analysis, we examine the relationships between six socialization tactics and various indicators of newcomer adjustment as well as the moderating effects of study design (cross-sectional vs. longitudinal), measurement scale (use of complete vs. modified tactics scale), and type of newcomer (recent graduates vs. other newcomers). Our results indicate that institutionalized socialization tactics were negatively related to role ambiguity, role conflict, and intentions to quit, and positively related to fit perceptions, job satisfaction, organizational commitment, job performance, and a custodial role orientation. We also found that the social tactics (serial and investiture) were the strongest predictors of adjustment outcomes. The results also indicated that the relationships between the tactics and outcomes were stronger for recent graduates compared to other newcomers; cross-sectional designs compared to longitudinal designs; and when Jones' [Jones, G. R. (1986). Socialization tactics, self-efficacy, and newcomers' adjustments to organizations. "Academy of Management Journal," 29, 262-279.] complete scales were used compared to modified versions. Support was also found for a mediation model of newcomer adjustment in which role conflict, role ambiguity, and fit perceptions partially mediate some of the relationships between the socialization tactics and distal outcomes of adjustment. The implications of these results for research and practice are discussed.

The purpose of the study was to examine how socialization processes (socialization tactics and proactive behavior) jointly affect socialization content (i.e., what newcomers learn) and adjustment. Longitudinal survey data from 150 business and engineering graduates during their first 7 months of work indicate that: (1) institutionalized socialization and proactive behavior are each associated with newcomer learning, (2) the socialization processes and learning are each associated with various forms of adjustment, and (3) the socialization processes are associated with adjustment, while controlling for learning. These findings suggest that "how" newcomers are socialized has substantive and symbolic value over and above "what" they actually learn.

The purpose of this study was to examine the relationship between organizational socialization tactics, newcomers' self-efficacy, proactive behaviors, and socialization outcomes. Based on a sample of 140 co-op university students who completed surveys at the end of their work term, the results indicated that newcomers' self-efficacy and institutionalized socialization tactics were positively related to newcomer proactive behaviors. The results also indicated that newcomer proactive behaviors partially mediated the relationship between their self-efficacy and organizational socialization tactics with a number of proximal and distal socialization outcomes. Furthermore, feedback-seeking and information-seeking moderated the relationship between socialization tactics and several socialization outcomes. Institutionalized socialization tactics were more strongly related to socialization outcomes for newcomers who engaged in less feedback-seeking and information-seeking behavior. These results support an interactionist approach to organizational socialization in which newcomers' self-efficacy, proactive behavior, and organizational socialization tactics all contribute to newcomers' adjustment and socialization.

The purpose of this study was to examine the combined and differential effects of five job search behaviors (informal sources, formal sources, preparatory search intensity, active search intensity, job search effort) on five criteria of job search success (job interviews, job offers, employment status, person-job fit, and person-organization fit) as well as the direct and moderating effects of job search self-efficacy. Data based on a sample of 225 recent university graduates found that active job search intensity was positively related to job interviews and offers, and informal job sources was negatively related to job offers and employment status. The results also support an unfolding process of job search success in which active job search intensity predicts job interviews; job interviews predict job offers; and job offers predict employment status. In addition, job search self-efficacy was a significant predictor of interviews, offers, employment status, and PJ fit perceptions, and moderated the relationship between job offers and employment status. The relationship between job offers and employment was stronger for job seekers with low job search self-efficacy. The implications of these results for job search research and practice are discussed.

The present study examines the role of trait affect in job search. One hundred and twenty-three university students completed measures of positive and negative affectivity, conscientiousness, job search self-efficacy, job search clarity, and job search intensity during their last year of school while on the job market. At the end of the school year, participants completed the measure of job search intensity again, and indicated the number of interviews and offers they had received and whether they had accepted a full-time job. As hypothesized, positive affectivity predicted job search clarity over and above conscientiousness and job search self-efficacy. Job search clarity mediated relationships between positive affectivity and job search intensity and between job search self-efficacy and job search intensity. Negative affectivity, however, did not predict job search clarity. Job search clarity predicted job search intensity, which led to interviews, offers, and employment. The results suggest that job seekers high in positive affectivity find a job because they achieve job search clarity and, in turn, look for a job intensely.

A longitudinal quasi experiment tested the effects of a relapse prevention and transfer enhancement posttraining intervention on the self-efficacy, transfer behavior, and performance of a sample of nurses who attended a two-day training program on the McGill Model of Nursing. ANCOVA results failed to support the effectiveness of the intervention; in fact, participants in the transfer enhancement condition had the lowest transfer behavior and performance except when it was combined with relapse prevention. However, all trainees showed significant increase in self-efficacy, behavior, and performance. Results are explained based on training program effectiveness, organizational context, and transfer system. A positive transfer climate and factors in the transfer system likely contributed. Implications discussed include the need to conduct a transfer of training needs analysis (TTNA) and a contingency approach to posttraining transfer interventions.

In a randomized 2x2 study, 174 managers and students read one of four scenarios with one of two posttraining transfer interventions (relapse prevention, supervisor support training) and information types (utility analysis, research). They showed no preference for adopting either intervention to increase staff productivity. Research information was preferred over utility analysis. (Contains 33 references.) (SK)

Job-search behaviors and employment outcomes of 121 recent college graduates were measured at and 4 months after graduation. Job seekers increased active searching and use of formal sources and decreased anxiety. Self-esteem and self-efficacy did not moderate changes in search behavior. Changes were related to number of job interviews and employment status. (SK)

The employment status of 384 college graduates was measured at graduation and four months later. Job-search self-efficacy predicted preparatory and active job search and its intensity, as well as employment status at graduation. Preparatory job-search behavior predicted employment status after four months. (SK)