• ROBERT APPIAH Faculty of Arts, College of Humanities and Legal Studies, University of Cape Coast, Cape Coast, Ghana.
  • SIMON-PETER KAFUI AHETO Department of Distance Education, School of Continuing and Distance Education, College of Education, University of Ghana, Legon-Accra, Ghana.


This study sought to determine the effect of post-training work environment on the transfer of middle-level staff competencies from 2 technical universities and 2 polytechnics in the northern sector of Ghana. The mixed study was sequential explanatory research. Respondents were drawn from the Netherlands Programme for Post-Secondary Education and Training Capacity (NPT/GHA) 45 leadership and management capacity building project for the middle-level technical universities and polytechnics staff. A 5-point Likert scale questionnaire and a semi-structured interview guide were used to gather data from respondents made up of 24 (58.5%) academic staff and 17 (41.5%) administrative staff totaling 41 respondents for the study. The closed-ended items were analysed using statistical product and service solutions version 19 and results reported using means and standard deviations. Open-ended items were thematically analysed to support results from the closed-ended item analysis. The results revealed that respondents found the relevance of staff training, learned new things and noticed an improvement in their competencies for their career prospects. However, the perception of the respondents pointed to the fact that there was little or no support from colleagues in transferring the competencies acquired from training. The study also revealed that respondents had low motivation to transfer training competencies. Since technical universities and polytechnics produce critical human resources for the industry, the post-training work environment was critical for staff training transfer with many implications for the management, leadership, growth and development of the institutions. The study recommended that training programmes should be aligned with the institutional vision, mission and goals. Again, resources committed to staff training should also budget for enhancements of the work environment to accommodate training transfer using modern technologies.

Keywords: Polytechnic, Post-Training, Technical universities, Transfer of training, Work environment


• Baldwin, T. T., & Ford, J. K. (1988). Transfer of training: A review and directions for future research. Personnel psychology, 41(1), 63-105. doi.org/10.1111/j.1744-6570.1988.tb00632.x
• Baldwin, T. T., & Magjuka, R. J. (1991). The perils of participation: Effects of choice of training on trainee motivation and learning. Personnel Psychology, 44(1), 51-65. doi.org/10.1111/j.1744-6570.1991.tb00690.x
• Bates, R. (2003). Managers as transfer agents. In E. F. Holton III, & T. T. Baldwin (Ed.), Improving learning transfer in organizations (pp. 243-270). Hoboken, New Jersey: John Wiley & Sons.
• British Sociological Association. (2002). Statement of ethical practice for the British sociological association. British Sociological Association. Durham, UK: Author
• Broad, M. L., & Newstrom, J. W. (1992). Transfer of training: Action-packed strategies to ensure high payoff from training investments. Reading, MA: Addison-Wesley.
• Cascio, W. F. (2000). Costing human resources: The financial impact of behavior in organizations (4th ed.). Cincinnati, Ohio: South-Western.
• Creswell, J. W., & Clark, V. L. P. (2017). Designing and conducting mixed methods research (3rd ed.). Sage publications.
• Dolezalek, H. (2004). Industry report: Training magazine’s exclusive analysis of employer-sponsored training in the United States. Training, 41(10), 1-20.
• Dowling, P. J., Festing, M., & Engle, A. D. Sr. (2013). International Human Resource Management (6th ed.). Andover, UK: Cengage Learning EMEA.
• Eseryel, D. (2002). Approaches to evaluation of training: Theory and practice. Journal of Educational Educational Technology and Society, 5(2), 92-98.
• Ford, J. K., & Weissbein, D. A. (1997). Transfer of training: An updated review and analysis. Performance Improvement Quarterly, 10(2), 22–41. doi: 10.1111/j.1937-8327.1997.tb00047.x
• Foxon, M. J. (1997). The influence of motivation to transfer, action planning and manager Support on the transfer process. Performance Improvement Quarterly, 10(2), 42–63. doi.org/10.1111/j.1937-8327.1997.tb00048.x
• Franco, M., Silva, R., & Rodrigues, M. (2019). Partnerships between higher education institutions and firms: The role of student’s curricular internships. Industry and Higher Education, 33(3), 172-185. doi.org/10.1177/0950422218819638
• Grossman, R., & Salas, E. (2011). The transfer of training: what really matters. International Journal of Training and Development, 15(2), 103-120. doi.org/10.1111/j.1468-2419.2011.00373.x
• Gumuseli, A. I., & Ergin, B. (2002). The manager’s role in enhancing the transfer of training: A Turkish case study. International Journal of Training and Development, 6(2), 80-97. doi.org/10.1111/1468-2419.00151
• Haas, E. B. (2018). When knowledge is power: Three models of change in international organizations (Vol. 22). University of California Press.
• Hand, J., & Lev, B. (2003). Intangible assets: Values, measures, and risks. New York: Oxford University Press.
• Jones, M., Simonetti, J., & Vielhaber-Hermon, M. (2001). Making scientists into leaders at Parke-Davis research. Education and Training, 43, 371-372.
• Kelloway, E. K., & Barling, J. (2000). What we have learned about developing transformational leaders. Leadership and Organization Development Journal, 21(7), 355-362. doi.org/10.1108/01437730010377908
• Kotter, J. P. (1990). What leaders really do. Harvard Business Review, 68(3), 103-111.
• Lim, D. H., & Morris, M. L. (2006). Influence of trainee characteristics, instructional satisfaction, and organizational climate on perceived learning and training transfer. Human Resource Development Quarterly, 17(1), 85-115. doi.org/10.1002/hrdq.1162
• Montesino, M. (2002). Strategic alignment of training, transfer-enhancing behaviours, and training usage: A post-training study. Human Resource Development Quarterly, 13(1), 89–108. doi.org/10.1002/hrdq.1015
• Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2006). Human resource management: Gaining a competitive advantage (6th ed.). Boston, MA: McGraw-Hill Irwin.
• Olsen, Jr. J. H. (1998). The evaluation and enhancement of training transfer. International Journal of Training and Development, 2(1), 61–75. doi.org/10.1111/1468-2419.00035
• Richmond, V. P., & Roach, D. K. (1992). Power in the classroom: Seminal studies. In V. P. Richmond & J. C. McCroskey (Ed.), Power in the classroom: Communication, control, and concern (pp. 47-65). Hillsdale, NJ: Erlbaum.
• Rossett, A. (1997). It was a great class, but…. Training and Development, 51(7), 18–24.
• Salas, E., & Canon-Bowers, J. A. (2001). The science of training: A decade of progress. Annual Review Psychology, 52(1), 471-99. doi.org/10.1146/annurev.psych.52.1.471
• Saunders, M., Lewis, P., & Thornhill, A. (2012). Research methods for business students (6th Ed.). Harlow, UK: Pearson.
• Storgberg-Walker, J. (2004). Towards a theory of human capital transformation through human development. Manchester, England: Swanson & Associates.
• Taylor, B. (2001). The management of labour in Japanese manufacturing plants in China. International Journal of Human Resource Management, 12(4), 601-620. doi.org/10.1080/09585190122913
• Toquero, C. M. (2020). Challenges and opportunities for higher education Amid the COVID-19 pandemic: The Philippine context. Pedagogical Research, 5(4), 1-5, doi.org/10.29333/pr/7947
• Tracey, J., Tannenbaum, S. I., & Kavanagh, M. J. (1995). Applying trained skills on the job: The importance of the work environment. Journal of Applied Psychology, 80(2), 239-352. doi.org/10.1037/0021-9010.80.2.239
• Velada, R., & Caetano, A. (2007). Training transfer: The mediating role of perception of learning. Journal of European Industrial Training, 31(4), 283–296. doi.org/10.1108/03090590710746441
• Weiner, B. J. (2020). A theory of organizational readiness for change. In Handbook on Implementation Science. Cheltenham, UK: Edward Elgar Publishing.
• Wexley, K. N., & Latham, G. P. (2002). Developing and training human resources in organizations. Englewood Cliffs, NJ: Prentice Hall.
• Yaghi, A., & Bates, R. (2020). The role of supervisor and peer support in training transfer in institutions of higher education. International Journal of Training and Development, 24(2), 89-104. doi.org/10.1111/ijtd.12173
• Yamnill, S., & McLean, G. N. (2001). Theories supporting transfer of training. Human Resource Development Quarterly, 12(2), 195-208. doi.org/10.1002/hrdq.7
55 Views | 39 Downloads
How to Cite
APPIAH, R., & AHETO, S.-P. K. (2021). EFFECTS OF WORK ENVIRONMENT ON STAFF TRAINING TRANSFER IN GHANAIAN TECHNOLOGY UNIVERSITIES AND POLYTECHNICS. Innovare Journal of Education, 9(2), 18-23. https://doi.org/10.22159/ijoe.2021v9i1.40692
Research Article(s)