When Does Training Stick? The Moderating Role of Workplace Flexibility in Learning Transfer
Contributors
- Danish Khan PhD Scholar, Department of Management Sciences, Iqra National University, Peshawar, Khyber Pakhtunkhwa, Pakistan.
- Dr. Faisal Sheraz Associate Professor, Business Administration and Social Sciences Department, Iq Iqra National University, Peshawar, Khyber Pakhtunkhwa, Pakistan.
- Khaliq Raza PhD Scholar, Department of Management Sciences, Iqra National University, Peshawar, Khyber Pakhtunkhwa, Pakistan.
Abstract
The present study aims to investigate the association between Learning and Development Opportunities (LDO), transfer of learning for the retail/FMCG industry employees in GCC considering workplace flexibility as a moderator. The study is relevant for the central question of generalization from training to on-the-job-performance in settings with limited work context and high turnover. It provides an insight on the performance of L&D systems within a constrained operational framework though GCC retail and FMCG sectors, where N-Oil GDP contributions are quite substantial. It is found that the transfer of learning is a positive correlate of LDO, although the elaboration on this relationship can be stronger with elements related to workplace flexibility. To the extent that transferring training experiences is important, so too are high degrees of autonomy and task discretion. It also looks like no amount of training will close the gap between how you should be working and how you are working unless it happens under a manager who will let develop the tools they've learned. Based on the job demands-resources (JD-R) theory, we extend the current literature in showing that workplace flexibility is a significant resource for facilitating LCT. The research emphasises the importance of embedding flexibility in HR policies to promote effective training. Therefore, it ends with the practical implications for HR managers aiming at maximizing training inputs in retail/FMCG industry of GCC.
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Corresponding Author
Danish Khan
PhD Scholar, Department of Management Sciences, Iqra National University, Peshawar, Khyber Pakhtunkhwa, Pakistan.
Corresponding Author: [email protected]
