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Communicating influence: positioning the trainer as an organizational leader

Communicating influence: positioning the trainer as an organizational leader This study aims to examine participants’ perspectives in organization-sponsored training and provides support for further research positioning the trainer as an organizational leader.Design/methodology/approachThe interactions described in the trainees’ experiences were examined through a social constructivist lens. Interviews were conducted to collect data. Narratives were analyzed to reach interpretation.FindingsInterview results identified four themes, namely, relevance and applicability of training received, the formation of attitudes and preferences among the trainee participants, immediacy in the use of the training received and relational and organizational influence that furthers leader-member exchange in the workplace.Research limitations/implicationsThis study examined participants’ perspectives in workplace training and provides support for further research: examining communication’s role in workplace learning; exploring the training process; and positioning the trainer as an organizational leader.Practical implicationsThis study provides empirical data to support changes in instructional communication models and exploring the process of training. Trainers’ relational building with trainees could impact many outcomes in their training efforts that are detailed in this study.Originality/valueThis study uses a collection of methods to address the trainees’ experience in formal workplace learning. It demonstrates the power of trainers to influence what the trainees think of training content, format and relational learning. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Workplace Learning Emerald Publishing

Communicating influence: positioning the trainer as an organizational leader

Journal of Workplace Learning , Volume 32 (8): 20 – Oct 26, 2020

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1366-5626
eISSN
1366-5626
DOI
10.1108/jwl-05-2020-0096
Publisher site
See Article on Publisher Site

Abstract

This study aims to examine participants’ perspectives in organization-sponsored training and provides support for further research positioning the trainer as an organizational leader.Design/methodology/approachThe interactions described in the trainees’ experiences were examined through a social constructivist lens. Interviews were conducted to collect data. Narratives were analyzed to reach interpretation.FindingsInterview results identified four themes, namely, relevance and applicability of training received, the formation of attitudes and preferences among the trainee participants, immediacy in the use of the training received and relational and organizational influence that furthers leader-member exchange in the workplace.Research limitations/implicationsThis study examined participants’ perspectives in workplace training and provides support for further research: examining communication’s role in workplace learning; exploring the training process; and positioning the trainer as an organizational leader.Practical implicationsThis study provides empirical data to support changes in instructional communication models and exploring the process of training. Trainers’ relational building with trainees could impact many outcomes in their training efforts that are detailed in this study.Originality/valueThis study uses a collection of methods to address the trainees’ experience in formal workplace learning. It demonstrates the power of trainers to influence what the trainees think of training content, format and relational learning.

Journal

Journal of Workplace LearningEmerald Publishing

Published: Oct 26, 2020

Keywords: Workplace training; Leadership; Trust; Work experience; Human resource development; Learning climate; Training and development; Instructional influence and relational power; Leader-member exchange

References