Transfer of Training and the Measurement of Training Effectiveness

1973 ◽  
Vol 15 (6) ◽  
pp. 523-533 ◽  
Author(s):  
Arthur S. Blaiwes ◽  
Joseph A. Puig ◽  
James J. Regan
Keyword(s):  
Transfer Of Training ◽  
Military Training ◽  
Training Model ◽  
Experimental Manipulation ◽  
Training System ◽  
Measurement Systems ◽  
Transfer Cost ◽  
Performance Measurement Systems ◽  
Operational Constraints ◽  
And Control

Transfer of training research has been conducted on actual training systems to determine: (1) the effectiveness of present training; (2) whether the training can be improved; and, (3) how the training might be improved. The present paper includes some major methodological and analytical considerations in performing this research—the experimental and descriptive models to use in investigating and expressing transfer, cost effectiveness evaluations, and aspects of the training system to be included in the study. A number of conclusions are derived from the transfer research and some popular research themes are identified. Desirable features for an applied research program for military training purposes are presented. Problems arising from the use of the transfer of training model are traced to operational constraints placed on experimental manipulation and control, and to the inadequacy of performance measurement systems. Solutions to these problems are discussed. One solution provides alternate methods to the transfer of training model for evaluating the effectiveness of a training system. Another approach recommends the employment of laboratory simulations of training or operational situations for transfer research.

scholarly journals The roles related to performance measurement systems use: a study based on clusters statistics analysis

2020 ◽  
Vol 27 (4) ◽  
Author(s):  
Letícia Maoski Rocha ◽  
Edson Pinheiro de Lima ◽  
Sérgio Eduardo Gouvêa da Costa ◽  
Ângelo Márcio Oliveira Sant’Anna ◽  
Jannis Jan Angelis
Keyword(s):  
Strategic Management ◽  
Performance Measurement ◽  
Performance Measurement System ◽  
Monitoring And Control ◽  
Measurement Systems ◽  
Analysis Technique ◽  
Efficiency And Effectiveness ◽  
Performance Measurement Systems ◽  
Cluster Analysis Technique ◽  
And Control

Abstract: The performance measurement systems (PMS) have been studied over the last ten years, but this is still a very important research topic for companies and it keep being studied nowadays, because such systems help in decision-making, they allow monitoring and control indicators, and to assist business and operations strategy realization. The recent studies on PMS mostly are on reviewing their concepts and definitions, models, frameworks, design and implementation recommendations, etc. Based on a study oriented to PMS use described by roles to be played, this article aims to discuss the interrelationships between the roles of a performance measurement system, to cluster them and to formulate recommendations for their adoption and proper use. Thus, a survey collected and analyzed the perception of business representatives, who are able to express their agreement levels for PMS roles and use. Data are analyzed by using cluster analysis technique where the roles forms four groups, which can be confronted with the findings of related works from PMS literature. From the groups formed, it is possible to indicate four main domains of recommendations: to assure the alignment between strategic management of operations and its performance, promoting and improving the overall efficiency and effectiveness of the business operations results; to produce positive changes in organizational systems, processes and culture, developing the capacity to manage continuous improvement projects through integrated strategic management systems; to have a customer-oriented design approach; to be orientated and to manage stakeholders’ demands.

Business Performance Analytics: level of adoption and support provided to Performance Measurement Systems

2012 ◽  
pp. 117-142
Author(s):  
Riccardo Silvi ◽  
Monica Bartolini ◽  
Anna Raffoni ◽  
Franco Visani
Keyword(s):  
Decision Making ◽  
Performance Measurement ◽  
Business Performance ◽  
Decision Making Process ◽  
Measurement Systems ◽  
Use Of Data ◽  
Global Companies ◽  
Performance Measurement Systems ◽  
And Performance ◽  
And Control

Despite several studies on the importance of Performance Measurement Systems (PMS), often their implementation is considered insufficient or unsatisfactory. This situation is motivating research on several issues: PMS design and focus, cultural and technological aspects, and the specific contexts of implementation. This paper introduces Business Performance Analytics (BPA) as an important framework for successful PMS design and adoption. Specifically, it defines BPA as the use of data and analytical methods to understand and control business dynamics and performance. Based on an exploratory survey on a group of global companies, the paper highlights the importance of measurement not fully delivered by current PMS, together with a first examination of the implementation of BPA in practice. The analysis shows a low level of adoption of BPA both for strategic and operational decisions. At the same time, companies adopting BPA have a higher perception of relevance of statistical and mathematical tools for supporting the decision-making process. The results also show the presence of the two clusters with very different approaches to performance measurement. The "advanced" one is characterized by the implementation of Business Intelligence tools, together with advanced management accounting and PMS approaches. Compared with the "basic" one, the "advanced" cluster shows a higher perception of BPA effectiveness in supporting the decision-making process and also a higher satisfaction for the contribution provided by the information system to the management action.

How do contingency factors influence the content of balanced scorecards? An empirical study of French intermediate-sized enterprises

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Bouamama ◽  
Sami Basly ◽  
Houda Zian
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Information Needs ◽  
Content Type ◽  
Four Dimensions ◽  
Measurement Systems ◽  
Control Factors ◽  
Balanced Scorecards ◽  
Performance Measurement Systems ◽  
And Control

Purpose Notwithstanding a number of studies that led to the development of different performance measurement systems incorporating contingency factors, very scarce research on the variety of balanced scorecards (BSCs) indicators used in performance management were carried out in France. Accordingly, the purpose of this paper is to investigate if there is a significant relationship between contingency factors and the content of balanced scorecards in terms of the degree of use and a variety of performance indicators. Design/methodology/approach In total, 2,580 French intermediate-sized enterprises (ISE) were identified through the Diane Database (Bureau Van Dijck) then contacted by the means of a survey questionnaire that was built online using LimeSurvey software. This study receives 156 complete and usable responses. The research model was tested through multiple regressions and multi-group analyses. Findings The results show that ISEs financial managers do not use, to the same extent, all the indicators constituting the four dimensions of BSCs. Therefore, BSCs implemented by French ISEs can be described as “unbalanced”. Furthermore, three contingency factors (computerization, decentralization and market listing) were found to be significantly associated with the variety and degree of use of performance indicators in balanced scorecards. The remaining contingency and control factors did not seem to influence the degree of use and variety of BSCs content. Practical implications The findings highlight the importance of developing tools that have the potential to evolve in line with organizational, environmental and technological changes. Furthermore, this paper provides food for thought for financial directors and management controllers as to how to better meet senior management, managers and operational staff information needs. Originality/value While there is scarce academic work on BSCs in ISEs, the present research is, to the best of the knowledge, one of the rarest to apply and test a contingency approach on a sample of ISEs.

The Roles of Organizational Politics and Fairness in the Relationship between Performance Management Systems and Trust

2015 ◽  
Vol 27 (1) ◽  
pp. 25-53 ◽  
Author(s):  
Chong M. Lau ◽  
Glennda Scully
Keyword(s):  
Performance Management ◽  
Performance Measures ◽  
Organizational Politics ◽  
Measurement Systems ◽  
Fairness Perceptions ◽  
Mediating Role ◽  
Perceptions Of Fairness ◽  
Performance Measurement Systems ◽  
Financial Performance Measures ◽  
The Relationship

ABSTRACT Organizational politics is ubiquitous in organizations. Yet to date, no prior research has investigated, in a systematic empirical manner, the mediating role of organizational politics in performance measurement systems. The primary purpose of this research is to investigate if perceptions of organizational politics mediate the relationships between performance measures and employees' trust in their superiors. As organizational politics may also affect employees' perceptions of fairness, a model is used to investigate (1) if performance measures affect organizational politics; (2) if organizational politics, in turn, affects procedural and interpersonal fairness; and (3) if fairness perceptions subsequently affect trust in superiors. Based on a sample of 104 responses, the partial least squares results indicate that organizational politics and fairness perceptions significantly mediate the nonfinancial performance measures and trust relationship. In contrast, the results indicate that the mediating effects of organizational politics and fairness on the relationship between financial performance measures and trust are generally insignificant.

Transfer of Training After an Organizational Intervention in Swedish Sports Clubs: A Self-Determination Theory Perspective

2016 ◽  
Vol 38 (5) ◽  
pp. 493-504 ◽  
Author(s):  
Andreas Stenling ◽  
Susanne Tafvelin
Keyword(s):  
Leadership Development ◽  
Training Program ◽  
Transfer Of Training ◽  
Development Program ◽  
Training Model ◽  
Training Transfer ◽  
Self Determination Theory ◽  
Self Determination ◽  
Sports Clubs ◽  
The Impact

Leadership development programs are common in sports, but seldom evaluated; hence, we have limited knowledge about what the participants actually learn and the impact these programs have on sports clubs’ daily operations. The purpose of the current study was to integrate a transfer of training model with self-determination theory to understand predictors of learning and training transfer, following a leadership development program among organizational leaders in Swedish sports clubs. Bayesian multilevel path analysis showed that autonomous motivation and an autonomy-supportive implementation of the program positively predicted near transfer (i.e., immediately after the training program) and that perceiving an autonomy-supportive climate in the sports club positively predicted far transfer (i.e., 1 year after the training program). This study extends previous research by integrating a transfer of training model with self-determination theory and identified important motivational factors that predict near and far training transfer.

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