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ABSTRACT
This paper investigated the mediation role of transfer motivation on supervisor and peers' support in transferring training on the population of teachers. The constantly changing attitude of employees towards job has negatively affected the traditional employment engagement that offers an employee a sense of social support from supervisors and peers in their jobs. Thus, the emergence of additional several new training transfer variables from the studied data indicates that the existing training transfer models can be modified further. Hence, the hypotheses of this study are formulated. Survey design method and simple random sampling technique were utilized. Additionally, data is collected through survey questionnaire on the basis of 5-points Likert scale. An aggregate of 605 copies of the questionnaire were finally retained for analysis. Smart-PLS measurement and structural model were the procedures employed to assess and evaluate the statistical significance of relevant path coefficients. The findings showed that the extent to which employees are provided with social support in their jobs would drive them to be desirous in making persistent and intense efforts towards utilizing skills and knowledge learned in the work settings. Also, this study highlighted that transfer motivation is a key element in the transfer of training processes.
Keywords: Peer Support; Supervisor Support; Transfer of Training; Transfer Motivation; Nigeria.
1.INTRODUCTION
In the present days, training programs are conceived by organizations not only as an investment that improves capabilities and competencies of employees to perform better in their jobs, but also as a tool which connect the effectiveness of job performance and behaviors (Burke & Hutchins, 2007; Guerrazzi, 2016; Van der locht, Van Dam, & Chiaburu, 2013). Effective training programs can affect the workers' attitudes and behavior; it indicates that what they have learnt during the training session has positively impacted on the organizational aims and objectives. Abdullah (2009) claimed that for an organization to value the system of training its outcome status must be elevated. Ripley (2002) supported the argument by stressing that effective training can be able to be transferred on the workers attitude and behavior in implementing their jobs. Yet, the results of different past studies have revealed that the expected amount of transfer of knowledge, skills and attitudes has not been reasonably occurring (Facteau, Dobbins, Russell, Ladd, & Kudisch,...