PROBLEM STATEMENT:

These days adequate transfer of training is considered as one of the most important issue by
Human Resource Developers (HRD) (Brown et al., 2011; Tian et al., 2016). It is further believed
that the transfer of training initiates just after training phase and further cultured at workplace.
(Chauhan et al.,2016; Zumrah and Byole, 2015; Nikandrou et al., 2009; Zumrah, 2015). The
knowledge which is grasped with aim to generalize and share it is known as Transfer of training
(Blume et al., 2010). More precisely, transfer of training is to keep oneself up to date on
knowledge, approaches and necessary skills. It is pertinent to mention that an individual may
learn these attributes first and then use them as per requirements for a persistent time period.
(Zumrah and Byole, 2015; Blume et al., 2010).

It is also believed that organizations who ensure a well-balanced transfer of training nurtures a
competitive and distinguished work environment as compared to its rivals (Bates and
Khasawneh, 2005). Though it is very difficult for management to ensure accurate transfer of
training Saks and Belcourt (2006) because of the trainees’ are not consistent with the usage of
learned skills and attributes at work place and tend to forget them with the passage of time. It
is, hence, important to look at the factors which affect the process of transfer of training along
with the consequences of training (Prieto and Phipps, 2011; Zumrah and Byole, 2015; Cromwell
and Kolb, 2004).

It is a well-known fact that an individual’s ability to learn and understand plays pivotal role in
transfer of training along with the work environment in which a trainee is performing and
demonstrating skills (Chauhan et al., 2016; Elangovan and Karakowsky, 1999; Baldwin and Ford,
1988; Yamnill and McLean, 2001; Cheng and Hampson, 2008). An individual’s ability to learn
can be named as self-efficacy and is defined as how confident a trainee is to perform a set of
tasks. It has been studied in the past that superiors, peers and subordinates may have an
impact the transfer of training (Chauhan et al., 2016; Ghosh et al., 2015) but how perceived
organizational support (POS) will impact the transfer of training process is not adequately
recognized. This study will examine the role of POS in forecasting transfer of training along with
Job satisfaction (JS) and self-efficacy.

HYPOTHESES STATEMENT:

H1: Perceived organizational support has an impact on Self Efficacy.

H2: There is an association between Self-Efficacy and Job Satisfaction.

H3: Perceived organizational support has an impact on Job Satisfaction.

H4: There is an association between perceived organizational support and transfer of training.
H5: Self Efficacy mediates the association between perceived organizational support and job
satisfaction.

H6: The association between Perceived Organizational Support and transfer of training is
mediated through Job satisfaction.

HYPOTHESIS MODEL:

Self
Efficacy

Job Transfer of
POS Satisfact Traning
ion