Abstract:

Training literature has reported the importance of training motivation and the employees’ belief that training will lead to favourable outcomes. Research also provides recommendations on enhancing levels of motivation to ensure that the knowledge and skills learnt within the training programmes are transferred to the work environment. However it has been shown that a very small percentage of that knowledge and behaviour is actually transferred despite the massive amounts of money and time invested.

For the current study a bespoke training programme was designed specifically for a national industrial laundry, which was completed in two branches in West Yorkshire, UK. Hackman and Oldman’s Job characteristics model was followed to enhance transfer of the information from the training. Particularly the study investigated the effects of training on the shop floor employees training motivation, training instrumentality and further more how age affected reactions to the training programme. The businesses Key Performance Indicators were also measured.

The study collected data at time one and two months later at time two. By time two there were 29 respondents, half of which had undertaken the training. Six of the participants were interviewed to gain a richer picture of the underlying influences.

It was discovered that training did not significantly alter the levels of job satisfaction, training motivation or instrumentality. Age did not have a significant relationship with any of the variables, but an inverted U association was discovered post training. The training did create improvements across all the business Key Performance Indicators. It was concluded that those organisations which fully plan, involve their key stakeholders, choose the method of training wisely will see benefits to both the organisation and their employees.