enabling the worker to transfer their new skills into performing tasks in a specific way. However, this transfer process must be approached delicately, eliminating possibilities of retrogressive tendencies. Typically, inadequacy issues towards safety training will occur when management either does not conduct safety training, when safety training is conducted but ineffective, or when training is delivered well but not integrated within the workplace. These management styles, overall are ineffective and counterproductive. For training to improve performance, the new behaviors must be engrained into the work culture through the support of management. After all, is the catalyst for learning that enables the “application learner to become fluent” (Blair & Seo, 2007, 47). Even the most impressive of training pitches/deliveries can be determined as ineffective if the knowledge and skills learned do not transfer to the workplace. Performance appears to be a determinant variable, depicting whether training intervention will be effective or successful. Perceived as an individual level variable, performance influences several aspects within an organization or industry (Ali et. al, 2011). Encompassing positive relationships between job stress and employee commitment, employee commitment positively relates to performance. Converted through training, training is considered nothing more than an activity, however, performance is a combination of a training activity, integrating a desired behavior, attained through ongoing achievement or expectations & Seo, 2007). Focusing on transferrable training, an appropriate enforcement on activities should be implemented. Enforcing activities related to safety training will allow individuals to maintain skills learned within training, reducing performance issues contributing to occupational incidents. Embedding this concept of safety training, pertaining to enforcing activities, into an organizations culture will ideally improve individual performance.
enabling the worker to transfer their new skills into performing tasks in a specific way. However, this transfer process must be approached delicately, eliminating possibilities of retrogressive tendencies. Typically, inadequacy issues towards safety training will occur when management either does not conduct safety training, when safety training is conducted but ineffective, or when training is delivered well but not integrated within the workplace. These management styles, overall are ineffective and counterproductive. For training to improve performance, the new behaviors must be engrained into the work culture through the support of management. After all, “application is the catalyst for learning that enables the learner to become fluent” (Blair & Seo, 2007, 47). Even the most impressive of training pitches/deliveries can be determined as ineffective if the knowledge and skills learned do not transfer to the workplace. Performance appears to be a determinant variable, depicting whether training intervention will be effective or successful. Perceived as an individual level variable, performance influences several aspects within an organization or industry (Ali et. al, 2011). Encompassing positive relationships between job stress and employee commitment, employee commitment positively relates to performance. Converted through training, training is considered nothing more than an activity, however, performance is a combination of a training activity, integrating a desired behavior, attained through ongoing achievement or expectations & Seo, 2007). Focusing on transferrable training, an appropriate enforcement on activities should be implemented. Enforcing activities related to safety training will allow individuals to maintain skills learned within training, reducing performance issues contributing to occupational incidents. Embedding this concept of safety training, pertaining to enforcing activities, into an organizations culture will ideally improve individual performance.