Change, Transfer Climate, and Customer Orientation
研究了大型变革培训项目中，工作氛围（变革与压力氛围、转化氛围）如何影响员工将培训内容应用于工作，进而影响其顾客导向。对组织发展从业者和管理者有参考价值。
The success of large-scale or “paradigm change” training programs often hinge 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 their use of Total Quality (TQ) training. Employees who felt blocked from applying training reported significantly less customer orientation than untrained employees, whereas those reporting a helpful transfer climate reported significantly more customer orientation than the untrained group. Regression analyses suggested that controlling for contextual factors (e. g., department 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 practitioners and managers who seek to improve transfer of training in the midst of organizational change and stress.