The Effect of Human Resource Management Practices on Motivation to Transfer: Evidence from the Malaysian Public Sector
Abstract
Motivation to transfer is a requirement for transfer of training to occur in an organization. Motivation to transfer is defined as the employees’ desire to utilize the knowledge, skills and attitudes learned in training to their current task in organization. This paper argues that the motivation to transfer can be enhanced through human resource management (HRM) practices. In addition, this study proposes that motivation to learn mediates the relationship between HRM practices and motivation to transfer. The results of this study using a sample of 306 public sector employees in Malaysia provide support for the hypothesized relationships. Specifically, the results show that the motivation to learn partially mediates the effects of HRM practices on employee motivation to transfer. There are two important contributions of this study. First, this study provides empirical evidence about the role of human resource management (HRM) practices as a predictor to motivation to transfer in the context of public sector organization in Malaysia. Second, this study provides empirical evidence that motivation to learn mediates the relationship between HRM practices and motivation to transfer.
References
Abdul Rahman, A., Ab Hamid, K., & Mustaffa, J. (2018). Human resource management practices and performance in Malaysian SME: A proposed conceptual framework. Journal of Global Business and Social Entrepreneurship, 4(10), 65-71.
Afsar, B., & Umrani, W. A. (2019). Transformational leadership and innovative work behavior: The role of motivation to learn, task complexity and innovation climate. European Journal of Innovation Management, 23(3), 402-428. https://doi.org/10.1108/EJIM-12-2018-0257
Al-Eisa, A. S., Furayyan, M. A., & Alhemoud, A. M. (2009). An empirical examination of the effects of self-efficacy, supervisor support and motivation to learn on transfer intention. Management Decision, 47(8), 1221-1244. https://doi.org/10.1108/00251740910984514
Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411-423. https://doi.org/10.1037/0033-2909.103.3.411
Arefin, M. S., & Islam, N. (2019). A study on the motivation to transfer training in the banking industry of Bangladesh. South Asian Journal of Human Resources Management, 6(1), 45-72. https://doi.org/10.1177/2322093718803210
Avey, J. B., Wernsing, T. S., & Luthans, F. (2008). Can positive employees help positive organizational change? Impact of psychological capital and emotions on relevant attitudes and behaviors. Journal of Applied Behavioral Science, 44(1), 48-70. https://doi.org/10.1177/0021886307311470
Ayres, H. W. (2005). Factors related to motivation to learn and motivation to transfer learning in a nursing population [Unpublished Doctoral Thesis]. North Carolina State University.
Baharim, S. B. (2008). The influence of knowledge sharing on motivation to transfer training: A Malaysian public sector context [Unpublished Doctoral Thesis]. Victoria University.
Bhatti, M. A., Battour, M. M., Sundram, V. P. K., & Othman, A. A. (2013). Transfer of training: Does it truly happen? An examination of support, instrumentality, retention and learner readiness on the transfer motivation and transfer of training. European Journal of Training and Development, 37(3), 273-297. https://doi.org/10.1108/03090591311312741
Bhatti, M. A., & Kaur, S. (2010). The role of individual and training design factors on training transfer. Journal of European Industrial Training, 34(7), 656-672. https://doi.org/10.1108/03090591011070770
Blume, B. D., Ford, J. K., Surface, E. A., & Olenick, J. (2019). A dynamic model of training transfer. Human Resource Management Review, 29(2), 270-283. https://doi.org/10.1016/j.hrmr.2017.11.004
Buelens, M., & Broeck, H. V. d. (2007). An analysis of differences in work motivation between public and private sector organizations. Journal of Public Administration Review, 67(1), 65-74. https://doi.org/10.1111/j.1540-6210.2006.00697.x
Chand, M. (2010). The impact of HRM practices on service quality, customer satisfaction and performance in the Indian hotel industry. International Journal of Human Resource Management, 21(4), 551-566. https://doi.org/10.1080/09585191003612059
Chiaburu, D. S., Dam, K. V., & Hutchins, H. M. (2010). Social support in the workplace and training transfer: A longitudinal analysis. International Journal of Selection and Assessment, 18(2), 187-200. https://doi.org/10.1111/j.1468-2389.2010.00500.x
Curado, C., Henriques, P. L., & Ribeiro, S. (2015). Voluntary or mandatory enrollment in training and the motivation to transfer training. International Journal of Training and Development, 19(2), 98-109. https://doi.org/10.1111/ijtd.12050
Egan, T., Yang, B., & Bartlett, K. (2004). The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention. Journal of Human Resource Development Quarterly, 15(3), 279-301. https://doi.org/10.1002/hrdq.1104
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500-507. https://doi.org/10.1037/0021-9010.71.3.500
Fening, F. A., & Amaria, P. (2011). Impact of human resource management practices on small firm performance in a country in recession. American Journal of Business Research, 4(1), 23-54.
Gegenfurtner, A. (2020). Testing the gender similarities hypothesis: Differences in subjective task value and motivation to transfer training. Human Resource Development International, 23(3), 309-320. https://doi.org/10.1080/13678868.2018.1449547
Gegenfurtner, A., Festner, D., Gallenberger, W., Lehtinen, E., & Gruber, H. (2009a). Predicting autonomous and controlled motivation to transfer training. International Journal of Training and Development, 13(2), 124-138. https://doi.org/10.1111/j.1468-2419.2009.00322.x
Gegenfurtner, A., Veermans, K., Festner, D., & Gruber, H. (2009b). Integrative literature review: Motivation to transfer training: An integrative literature review. Journal of Human Resource Development Review, 8(3), 403-423. https://doi.org/10.1177/1534484309335970
Grohmann, A., Beller, J., & Kauffeld, S. (2014). Exploring the critical role of motivation to transfer in the training transfer process. International Journal of Training and Development, 18(2), 84-103. https://doi.org/10.1111/ijtd.12030
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis: A global perspective (7th ed.). Pearson.
Hee, O. C., & Jing, K. R. (2018). The influence of human resource management practices on employee performance in the manufacturing sector in Malaysia. International Journal of Human Resource Studies, 8(2), 129-147. https://doi.org/10.5296/ijhrs.v8i2.12826
Holton, E. (2005). Holton's evaluation model: New evidence and construct elaborations. Journal of Advances in Developing Human Resources, 7(1), 37-54. https://doi.org/10.1177/1523422304272080
Hutchins, H., & Burke, L. (2007). Identifying trainers' knowledge of training transfer research findings-closing the gap between research and practice. International Journal of Training and Development, 11(4), 236-264. https://doi.org/10.1111/j.1468-2419.2007.00288.x
Lian, J. C. K. (2017, November 28-29). Embracing changes in human resource practices and transformative approaches in managing multi-generational workforce [Paper presentation]. International Conference on Economics (ICE 2017), Universiti Malaysia Sabah, Malaysia. https://www.ums.edu.my/fpep/files/Jennifer.pdf
Islam, T. (2019). Motivation to transfer training in learning organizations. Journal of Management Development, 38(4), 273-287. https://doi.org/10.1108/JMD-03-2018-0098
Kenny, D. A., Kashy, D. A., & Bolger, N. (1998). Data analysis in social psychology. In D. Gilbert, S. T. Fiske, & G. Lindzey (Eds.), Handbook of social psychology (4th ed.) (pp. 233-265). McGraw-Hill.
Knies, E., Boselie, P., Gould-Williams, J., & Vandenabeele, W. (2015). Special issue of International Journal of Human Resource Management: Strategic human resource management and public sector performance. The International Journal of Human Resource Management, 26(3), 421-424. https://doi.org/10.1080/09585192.2014.980127
Kontoghiorghes, C. (2002). Predicting motivation to learn and motivation to transfer learning back to the job in a service organization: A new systemic model for training effectiveness. Performance Improvement Quarterly, 15(3), 114-129. https://doi.org/10.1111/j.1937-8327.2002.tb00259.x
Laker, D. R., & Powell, J. L. (2011). The differences between hard and soft skills and their relative impact on training transfer. Journal of Human Resource Development Quarterly, 22(1), 111-122. https://doi.org/10.1002/hrdq.20063
Langford, P. H. (2009). Measuring organisational climate and employee engagement: Evidence for a 7 Ps model of work practices and outcomes. Australian Journal of Psychology, 61(4), 185-198. https://doi.org/10.1080/00049530802579481
Liebermann, S., & Hoffmann, S. (2008). The impact of practical relevance on training transfer: Evidence from a service quality training program for German bank clerks. International Journal of Training and Development, 12(2), 74-86. https://doi.org/10.1111/j.1468-2419.2008.00296.x
Marler, J. H., Liang, X., & Dulebohn, J. H. (2006). Training and effective employee information technology use. Journal of Management, 32(5), 721-743. https://doi.org/10.1177/0149206306292388
Mohamad, N. I., Ismail, A., & Mohamad Nor, A. (2020). The relationship between management support in training programs and motivation to perform task with motivation to learn as mediator. Scientific Journal of Logistics, 16(3), 431-446. https://doi.org./10.17270/J.LOG.2020.458
Noe, R., & Schmitt, N. (1986). The influence of trainee attitudes on training effectiveness: Test of a model. Journal of Personnel Psychology, 39(3), 497-523. https://doi.org/10.1111/j.1744-6570.1986.tb00950.x
Peters, S., Barbier, M., Faulx, D., & Hansez, I. (2012). Learning and motivation to transfer after an e-learning programme: Impact of trainees' motivation to train, personal interaction and satisfaction. Innovations in Education and Teaching International, 49(4), 375-387. https://doi.org/10.1080/14703297.2012.728878
Peter, I., & Eunice, A. E. (2014). The link between human resource management practices and organizational Commitment. Indian Journal of Management Science, 4(1), 10-18.
Presbitero, A., Roxas, B., & Chadee, D. (2016). Looking beyond HRM practices in enhancing employee retention in BPOs: Focus on employee-organisation value fit. The International Journal of Human Resource Management, 27(6), 635-652. https://doi.org/10.1080/09585192.2015.1035306
Rahimli, A. (2012). The impact of knowledge sharing on motivation to transfer training of employee. International Journal of Contemporary Research in Business, 4(5), 753-758.
Reinhold, S., Gegenfurtnet, A., & Lewalter, D. (2018). Social support and motivation to transfer as predictors of training transfer: Testing full and partial mediation using meta-analytic structural equation modelling. International Journal of Training and Development, 22(1), 1-14. https://doi.org/10.1111/ijtd.12115
Sekaran, U., & Bougie, R. (2010). Research methods for business: A skill-building approach (5th ed.). John Wiley & Sons.
Seyler, D. L., Holton, E. F., Bates, R. A., Burnett, M. F., & Carvalho, M. A. (1998). Factors affecting motivation to transfer training. International Journal of Training and Development, 2(1), 16-16. https://doi.org/10.1111/1468-2419.00031
Suleiman, W., Dassanayake, M. S., & Othman, A. E. A. (2018). Mediation of transfer motivation on the relationship between trainee characteristics and transfer of training: Evidence from educational sector in Nigeria. Human Resource Development International, 21(5), 552-570. https://doi.org/10.1080/13678868.2018.1514854
Taahir, A. B., Ng, Y. S., & Mohd Remie, M. J. (2020). The impact of human resource management practices on employees loyalty in Malaysia. International Journal of Information, Business and Management, 12(3), 79-93.
Tabachnick, B. G., & Fidell, L. S. (2007). Using multivariate statistics (5th ed.). Pearson.
Taylor, T. M. (2018). Exploring factors that influence employee motivation to transfer training from a leadership development program: A qualitative case study (Order No. 10836989) [Doctoral dissertation, Drexel University]. ProQuest Dissertations & Theses Global. https://www.proquest.com/docview/2072494164?pq-origsite=gscholar&fromopenview=true
Vanhala, M., & Ahteela, R. (2011). The effect of HRM practices on impersonal organizational trust. Management Research Review, 34(8), 869-888. https://doi.org/10.1108/01409171111152493
Wheeler, A., Harris, K., & Harvey, P. (2010). Moderating and mediating the HRM effectiveness-intent to turnover relationship: The roles of supervisors and job embeddedness. Journal of Managerial Issues, 22(2), 182-196. https://www.jstor.org/stable/20798904
Williams, L. J., Vandenberg, R. J., & Edwards, J. R. (2009). 12 structural equation modeling in management research: A guide for improved analysis. The Academy of Management Annals, 3(1), 543-604. https://doi.org/10.5465/19416520903065683
Zumrah, A. R., & Boyle, S. (2015). The effects of perceived organizational support and job satisfaction on transfer of training. Personnel Review, 44(2), 236 - 254. https://doi.org/10.1108/PR-02-2013-0029
Zumrah, A. R., Boyle, S., & Fein, E. C. (2013). The consequences of transfer of training for service quality and job satisfaction: An empirical study in the Malaysian public sector. International Journal of Training and Development, 17(4), 279-294. https://doi.org/10.1111/ijtd.12017
Copyright (c) 2022 UNIMAS Publisher
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
Copyright Transfer Statement for Journal
1) In signing this statement, the author(s) grant UNIMAS Publisher an exclusive license to publish their original research papers. The author(s) also grant UNIMAS Publisher permission to reproduce, recreate, translate, extract or summarize, and to distribute and display in any forms, formats, and media. The author(s) can reuse their papers in their future printed work without first requiring permission from UNIMAS Publisher, provided that the author(s) acknowledge and reference publication in the Journal.
2) For open access articles, the author(s) agree that their articles published under UNIMAS Publisher are distributed under the terms of the CC-BY-NC-SA (Creative Commons Attribution-Non Commercial-Share Alike 4.0 International License) which permits unrestricted use, distribution, and reproduction in any medium, for non-commercial purposes, provided the original work of the author(s) is properly cited.
3) For subscription articles, the author(s) agree that UNIMAS Publisher holds copyright, or an exclusive license to publish. Readers or users may view, download, print, and copy the content, for academic purposes, subject to the following conditions of use: (a) any reuse of materials is subject to permission from UNIMAS Publisher; (b) archived materials may only be used for academic research; (c) archived materials may not be used for commercial purposes, which include but not limited to monetary compensation by means of sale, resale, license, transfer of copyright, loan, etc.; and (d) archived materials may not be re-published in any part, either in print or online.
4) The author(s) is/are responsible to ensure his or her or their submitted work is original and does not infringe any existing copyright, trademark, patent, statutory right, or propriety right of others. Corresponding author(s) has (have) obtained permission from all co-authors prior to submission to the journal. Upon submission of the manuscript, the author(s) agree that no similar work has been or will be submitted or published elsewhere in any language. If submitted manuscript includes materials from others, the authors have obtained the permission from the copyright owners.
5) In signing this statement, the author(s) declare(s) that the researches in which they have conducted are in compliance with the current laws of the respective country and UNIMAS Journal Publication Ethics Policy. Any experimentation or research involving human or the use of animal samples must obtain approval from Human or Animal Ethics Committee in their respective institutions. The author(s) agree and understand that UNIMAS Publisher is not responsible for any compensational claims or failure caused by the author(s) in fulfilling the above-mentioned requirements. The author(s) must accept the responsibility for releasing their materials upon request by Chief Editor or UNIMAS Publisher.
6) The author(s) should have participated sufficiently in the work and ensured the appropriateness of the content of the article. The author(s) should also agree that he or she has no commercial attachments (e.g. patent or license arrangement, equity interest, consultancies, etc.) that might pose any conflict of interest with the submitted manuscript. The author(s) also agree to make any relevant materials and data available upon request by the editor or UNIMAS Publisher.
