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The influence of the training environment on trainee motivation and perceived training quality

The influence of the training environment on trainee motivation and perceived training quality To examine the relationships between the training environment and employee responses to training provided by their organisations, 105 managers employed by different 12 Australian organisations completed measures of the personal aspects of organisational commitment, job involvement, self esteem, and personal control, as well as of the organisational aspects of social support from work, social support outside work, training incentives, training resources, and training needs. The trainees also indicated how motivated they were for the training, and how they judged the quality of the training provided by their organisations—the two outcomes of the study. Eight of the 10 relationships between the organisational aspects and outcomes were significant, but only three of the eight relationships between the personal aspects and outcomes. It is argued that the results suggest that it is how organisations go about managing training, especially how many resources they provide, what training incentives they make available, and how much the training is needed that counts, rather than the personal attributes of the trainees. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Training and Development Wiley

The influence of the training environment on trainee motivation and perceived training quality

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Publisher
Wiley
Copyright
Blackwell Publishers Ltd 1999
ISSN
1360-3736
eISSN
1468-2419
DOI
10.1111/1468-2419.00062
Publisher site
See Article on Publisher Site

Abstract

To examine the relationships between the training environment and employee responses to training provided by their organisations, 105 managers employed by different 12 Australian organisations completed measures of the personal aspects of organisational commitment, job involvement, self esteem, and personal control, as well as of the organisational aspects of social support from work, social support outside work, training incentives, training resources, and training needs. The trainees also indicated how motivated they were for the training, and how they judged the quality of the training provided by their organisations—the two outcomes of the study. Eight of the 10 relationships between the organisational aspects and outcomes were significant, but only three of the eight relationships between the personal aspects and outcomes. It is argued that the results suggest that it is how organisations go about managing training, especially how many resources they provide, what training incentives they make available, and how much the training is needed that counts, rather than the personal attributes of the trainees.

Journal

International Journal of Training and DevelopmentWiley

Published: Mar 1, 1999

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