Senior leadership advancement has stalled in the non-profit sector and in California's community health centers and clinics (CHCC). Investing in leadership development of emerging and current leaders, addresses the leadership gap, as well as strengthens the sector. Understanding staff perceptions helps to identify barriers affecting the leadership pipeline. The present quantitative study collected responses from study site alumni to explore the relationship between work environment factors (supervisor/manager support, supervisor/manager sanctions, peer support, personal outcomes – positive, personal outcomes – negative, resistance to change and performance coaching) and training transfer. Work environment factors were measured using the Learning Transfer System Inventory (LTSI), while training transfer was measured by the extent of training applied in the workplace. Results of the study indicated that of the work environment variables, personal outcomes - positive, was the best predictor of applying training "a lot", followed by resistance to change and supervisor/manager support. The results also indicated an inverse relationship between personal outcomes – negative and training transfer, inferring as personal outcomes – negatives increases the odds of training transfer "a lot" decreases. The study showed that nearly half of the respondents reported to have either applied "some" or "a lot" of training in the workplace. Previous research suggests high transfer failure, and the present study demonstrated a higher level of perceived application of training post-training. The study highlights perceived influencers of transfer and maintains transfer is increased when the trainee perceives some level of individual payoff and support.
|Subjects||Management; Organizational behavior; Health care management|
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