| Author{s} | Research Topic | Results |
| | Transfer of training and its consequences on the performance of Saudi employees | Few studies have looked at how training is transferred and how it affects performance in Saudi organizations. By focusing on the transfer of training inside educational institutions and drawing on the prior training theory discovered by Baldwin and Ford, this study helps to alleviate the dearth of literature in this area. |
| | The role of individual and training design factors on training transfer | Perceived content validity is shown to have a dual function in the development of favourable trainee responses and the growth of trainee performance self-efficacy. Also, the research suggests that trainees’ performance self-efficacy is enhanced by transfer design and perceived content validity, which in turn maximises training transfer via transfer motivation. The research also details how trainees’ reactions to materially affect their desire to impart their knowledge. |
| | Transfer of Training: A Meta-Analytic Review | Cognitive capacity, conscientiousness, drive, and a supportive work environment predicted transfer. Several moderators, including training goals, affected transfer relationships. Most predictor factors such as motivation, and work environment exhibited higher links to transfer when open for example leadership development abilities were trained. Supplementary variables relating to transfer measurement also impacted transfer relationships, including whether transfer outcomes were collected from the same source in the same measurement context, which consistently inflated transfer connections. |
| | Influence of transfer motivation and training retention towards training transfer on employee’s performance | Having human resources put their newly acquired knowledge to use in the workplace has a beneficial effect on both the organization and its human resources. |
| | Motivation to Transfer, Supervisor Support, Proactive Learning, and Training Transfer: Testing Interaction Effects | The findings indicate that training transfer is significantly influenced by transfer motivation, supervisor support, and active learning. |
| | The Effect of Organizational Climate on Transfer of Training | It was concluded from the study’s findings that the factors of organisational climate did affect training transfer, lending credence to the idea that the environment does play a role in training retention. |
| | The Effect of Knowledge Sharing and Transfer of Training on The Performance of Employees | A favourable and statistically significant correlation between knowledge transfer and improved human resources performance was discovered. What this implies is that the performance of the human resources will improve in response to any expansion in the human resource, whether that increase is the result of training transfers or the exchange of information. |
| | Impact of Online Training on Behavioural Transfer and Job Performance in a Large Organization | Elaboration/practical application learning strategies, trainees’ reactions to training, organisational, and peer support predicted self-evaluation behavioural transfer; motivation control, cognitive/help-seeking, and elaboration/practical application learning strategies, along with trainees’ training reactions, were significantly related to job performance. Reactions to training mediated and transfer assistance moderated. |
| | Training Effectiveness: Transfer Strategies, Perception of Support and Worker Commitment as Predictors | Based on the data, it seems that the model is rather well fitted. Significant predictors of training efficacy were the impact sizes of former trainees’ techniques for the transfer of learning, the former trainees’ perceptions of organisational support for this transfer, and the former trainees’ levels of job commitment. |
| | The transfer of training: what really matters | Using Baldwin and Ford’s model of transfer, trainee characteristics (cognitive ability, self-efficacy, motivation, perceived utility of training), training design (behavioural modelling, error management, realistic training environments), and the work environment (transfer climate, support, opportunity to perform, follow-up) have the strongest, most consistent relationships with training transfer. |