Translating training science into practice: A study of managers' reactions to posttraining transfer interventions

Abstract

Abstract The purpose of this study was to investigate managers' reactions to two posttraining transfer interventions (relapse prevention and supervisor support training) and two types of information about their effectiveness (utility analysis and research information). One hundred seventy‐four managers and students received one of four scenarios and were then asked if they would adopt the intervention as part of a training program to increase the productivity of clerical‐administrative staff. The results indicated no significant differences between the posttraining transfer interventions or information conditions, although there was a trend in favor of the supervisor support intervention; also, the utility analysis information was not as well received as the research information. In general, managers did not indicate a high acceptance of either the relapse prevention or the supervisor support intervention. The results are discussed in terms of the willingness of managers to adopt training research innovations and the implications for HRD research‐to‐practice.