Change, transfer climate, and customer orientation - A contextual model and analysis of change-driven training

The success of large-scale or "paradigm change" training programs often hin ge on work climate factors that support transfer of training. Focus groups (N = 70) and survey data from both trained (N = 564) and untrained (N = 345 ) municipal employees were used to assess perceptions related to change (e. g., role ambiguity) and transfer climate that constrained or facilitated th eir use of Total Quality (TQ) training. Employees who felt blocked from app lying training reported significantly less customer orientation than untrai ned employees, whereas those reporting a helpful transfer climate reported significantly mon customer orientation than the untrained group. Regression analyses suggested that controlling for contextual factors (e.g,, departme nt affiliation), both a change and stress climate and. to a lesser extent, transfer climate (e.g., supervisor and coworker support) predicted customer orientation. Results have implications for organizational development prac titioners and managers who seek to improve transfer of training in the mids t of organizational change and stress.