This three-wave study examined the training-to-work transfer process of a self-leadership skills training programme for crime scene investigators working for the Dutch police force. The transfer process is complex and depends on numerous factors. Two important steps forward are taken in the present study. First, we take into account all transfer steps in one study to gain insights into the transfer process, and second, by being specific about the work situation in which transfer outcomes should occur, we address the “criterion problem” that is often mentioned in transfer research. Based on the Ability Motivation Opportunity model, we hypothesised that the posttraining transfer process starts with being motivated to transfer and that this motivation increases the use of self-leadership during work. Another aspect that may facilitate the use of trained skills is supervisor support, as it offers opportunities to use self-leadership skills during work. In turn, self-leadership skills at work were hypothesised to lead to increased work performance. We tested our transfer model in two different work situations experienced by crime fighters. Our findings show that the use of self-leadership skills is positively related to the detached concern of crime fighters in specific situations. Additionally, our findings show that the use of self-leadership skills mediates the relation between the motivation to transfer and work performance in specific situations. Finally, our findings show that including different transfer steps (i.e. the motivation to transfer, use of skills, and performance), different performance measures, and different work situations in the transfer process provides more insight into when and how transfer-to-work after training occurs. These findings suggest that if organisations aspire to improve such transfer, then they should be specific about the intended posttraining behaviours and performance and the situations in which these outcomes should emerge.

这项三波研究检查了为荷兰警察部队工作的犯罪现场调查员的自我领导技能培训计划的培训到工作的转移过程。转移过程很复杂，取决于许多因素。本研究采取了两个重要的步骤。首先，我们在一项研究中考虑了所有转移步骤以深入了解转移过程，其次，通过具体说明转移结果应该发生的工作情况，我们解决了转移中经常提到的“标准问题”。研究。基于能力动机机会模型，我们假设培训后的调动过程始于调动的积极性，这种动机增加了工作中自我领导的使用。可以促进使用受过训练的技能的另一个方面是主管支持，因为它提供了在工作中使用自我领导技能的机会。反过来，假设工作中的自我领导技能会提高工作绩效。我们在打击犯罪分子的两种不同工作环境中测试了我们的转移模型。我们的研究结果表明，在特定情况下，自我领导技能的使用与犯罪斗士的超然关注呈正相关。此外，我们的研究结果表明，在特定情况下，自我领导技能的使用调节了调动动机与工作绩效之间的关系。最后，我们的研究结果表明，包括不同的转移步骤（即转移的动机、技能的使用和绩效）、不同的绩效衡量标准、转移过程中的不同工作情况可以让您更深入地了解培训后转移到工作的时间和方式。这些发现表明，如果组织渴望改善这种转移，那么他们应该具体说明预期的培训后行为和绩效以及这些结果应该出现的情况。