employees has big implications on time and money for businesses; yet businesses
cannot do without training because businesses at all times need human resource
with the requisite knowledge, skills and ability to perform to ensure
productivity. How are organisations ensuring that knowledge and skills acquired
from training are well transferred into job performance? The study sought to
examine the seemingly inability of some employees who undergo training to
transfer the competencies they acquire from training into the performance of
their job functions by exploring the extent to which the employee is involved
in decisions regarding his or her training and how organizations are making use
of strategies and interventions to ensure that the expected transfer of
knowledge and skills is achieved to ensure the expected performance. A case
study design and purposive sampling were adopted to select 58 employees who had
attended training in the last 24 months from 5 institutions in the Ada West
district of the Greater Accra Region of Ghana. Data was collected by using 52
fully completed questionnaire. Data was analysed by using descriptive
statistics. The results indicate that the full involvement of employees in
assessing gaps in their performance would make them appreciate better, training
programmes they attend. Also in order for employees to fully commit to training
they attend, they should also be involved in choosing when to attend training.
Post training mentoring, monitoring, evaluation, continuous coaching and
encouragement, appropriate follow-up training programmes, unbiased, objective,
well- structured and regular employee appraisals are identified as effective
ways of ensuring the gradual assimilation and consequent transfer of taught
competencies into performance.
Employee performance appraisal,
employee training, transfer of taught competencies, employee performance,
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