Publication Type

Journal Article

Publication Date

12-2014

Abstract

Public sector organisations which invest in trainingprogrammes care about their employees’ successful application of learntknowledge and skills in the workplace. The present study finds that leadersupport positively influences public sector employees’ training motivation,specifically the motivation to transfer learnt knowledge and skills to theirjobs. However, this positive relationship is moderated by employees’ priorknowledge of training content. When employees have high levels of priorknowledge of training content, leader support is not a significant influence ontheir motivation to transfer learnt knowledge and skills to their jobs. Thesefindings are derived from a survey of 335 South Korean government officials whorecently participated in a training programme that focused on performancemanagement systems. The findings suggest that leaders need to take a contingentapproach when expressing support for training programmes.

Keywords

training motivation, motivation to transfer, contingent leadership, prior knowledge, employee training, South Korea

Discipline

Asian Studies | Developmental Psychology

Research Areas

Organisational Behaviour and Human Resources

Publication

Asia Pacific Journal of Public Administration

Volume

36

Issue

4

First Page

301

Last Page

312

ISSN

2327-6665

Identifier

10.1080/23276665.2014.999398

Publisher

Taylor && Francis

Creative Commons License

Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.

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