The effects of organizational climate and culture on the transfer of training

A recent study by Rouiller and Goldstein (1991) found that perceptions about the "transfer of training climate" were directly related to the use of supervisory behaviors taught in a formal training program. This result shows that factors outside the formal training context are important to one criteria of training effectiveness.;The participants in this study were 104 managers (trainees), their direct supervisors, and 297 managerial coworkers from 52 stores in a large supermarket chain. The trainees completed a three-day supervisory training program the focused on basic supervisory behaviors and skills. Accounting for pre-training behaviors and knowledge gained in training, the results from series of regression and structural equations analyses showed that perceptions about the transfer of training climate and continuous learning culture had a direct influence on supervisor ratings of post-training behaviors. Moderating effects were not found.;The results support theoretical propositions regarding the importance of the context in which newly acquired skills and behaviors are applied. From a practical perspective, understanding some of the variables that influence the transfer of training can direct managers to use appropriate techniques for facilitating the application of newly acquired skills and behavior. Future research should examine the influence of specific climate and culture dimensions on other training-related variables, such as pre-training motivation.;The purpose of this study was to replicate and extend the research by Rouiller and Goldstein. Two specific dimensions of organizational climate and culture were considered: the transfer of training climate and continuous learning culture. The main hypotheses were that perceptions about the transfer climate and continuous learning would have a direct and moderating effect on the use of behaviors learned in a formal training program.