Learning transfer has received much recognition as a learning and leadership development strategy within many organizations. Studies on learning transfer have shown some evidence on the impact on the performance of these programs. However, there was a limited assessment of individual participants before the program, and little known about sustaining this transferred learning after the program or the effect on performance improvement for participants. This study examined whether the participants in Upstream Operation Induction Program (UOIP) transferred what they learned to work setting and, if so, whether that learning was perceived to.have resulted in performance improvement. A quantitative case study approach used to examine the transfer of learning over time and perceived performance improvement at one Oil and Gas Company. A Structural Equation Modelling software (Analysis of Moment Structures or AMOS) was applied to examine the responses on fortythree items, the direct and mediating effects hypotheses. All the exogenous variables are related to the performance effectiveness interact with each other; hence, each factor taking into consideration in the intervention process of improving training effectiveness. Findings also demonstrated that each person, training, support, supervisor, and organizational management must be available to stimulate training motivation and effectiveness. The result indicated that performance was perceived to improve for most participants. This research makes several theoretical contributions and provides further insights into the learning transfer impact on performance at the workplace in Oil and gas upstream operations in Malaysia. Need to consider moderate the current individual assessment and the assessment of participants in a team. Hence, with these findings, practitioners and researchers can improve training effectiveness to increase the competitiveness edge in the global arena.
Volume 12 | 07-Special Issue
Pages: 892-904
DOI: 10.5373/JARDCS/V12SP7/20202180