Lecturer: Dr.

Kamarul Zaman Ahmad

TRAINING MANAGEMENT

Prepared By: M. Zia Aslam (CGA070040)

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 TRANSFER OF LEARNING FROM
MANAGEMENT DEVELOPMENT
PROGRAMS: TESTING THE HOLTON
MODEL

INTERNATIONAL JOURNAL OF TRAINING AND

DEVELOPMENT, 2006

BY:
Cyril Kirwan and David Birchall

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 INTRODUCTION:
• Purpose of the Paper:
• Transfer of learning from management development programs at
workplace has been of vital interest in HRD practice and theory
because these programs involve large amounts of investment and are
aimed at consequent organizational performance

• This paper describes the testing of the Holton model of learning

transfer and suggests amendments to the model where appropriate

• A slightly revised model was presented with the central role of the
learners’ personal capacity for transfer and their motivation to
transfer

• The revised model can be used as a framework for the evaluation of

training and development interventions
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 TRANSFER OF LEARNING CONSTRUCTS:
• Factors that affect transfer of learning can be put into three
broad categories:
– Trainee factors
– Training design factors, and
– Work environment factors

• Holton’s model of training transfer hypothesizes that

HRD outcomes are primarily a function of ability,
motivation and environmental influences at three outcome
levels; learning, individual performance and
organizational performance, in presence of some
secondary influences

• The model was developed for training evaluation but is

important in the discussion of learning transfer
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HOLTON’S MODEL OF TRAINING TRANSFER:
Thick arrows are
Primary relationships

Light arrows are

Secondary relationships

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 FURTHER INVESTIGATION:

• For the purpose to testify the Holton’s model, a total of 112 nurse managers
in Ireland took part in one of four separate but similar management develop
ment programs, all delivered by the same provider

• 12 days of duration took place in 6 months, 72 responses out of 112 were re

ceived

• LTSI version II (Learning Transfer System Inventory), developed by Holt

on and colleagues, was used as an instrument

• First, simple bivariate co-relations were sought to determine what factors rel
ated most strongly to each other, then, partial co-relations or linear regressi
on was used to further investigate the strength and direction of these relatio
nships

• The revised model is given next

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 RESULTS:
• Whether the model predicts learning transfer or
not is beyond the scope of this study because it
can be complex and subjected to a range of indi
vidual, training design and organizational influ
ences

• However, the primary importance of the combi

ned effects of motivation to transfer and person
al capacity to transfer have been explained and
discussed
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