To begin the validation process for the Learning Transfer System Inventory (LTSI) in Thailand, research replicating Holton, Bates, and Ruona's study (2000) was conducted in Thailand. The LTSI was administered to 1,029 employees. Exploratory factor analysis and MANOVA were used to identify factors. A factor structure almost identical to that of Holton and colleagues was identified. Perceived content validity of the training was identified as the most important factor. Organization type created the greatest number of differences among variables tested.
For more than three decades, organizations in Thailand have focused on training and development as a tool for improving employee job performance. In 1997 (Tirakanon), 1,439 private and public organizations in Thailand organized training to expand and strengthen the business sector. Because of the 1997 economic crisis in Thailand, many training and HRD interventions faced constricted budgets (C. Na Chiangmai, personal communication, Nov. 1999). Most organizations have continued only those training programs that are really needed and can be expected to increase employees' work performance immediately. As a result, many administrators ask to see the results and outcomes of training. Evaluating the effectiveness of formal training and return on training investment are critical issues (Na Chiangmai, 1999).
According to Kirkpatrick (1994), the key criterion for evaluating training effectiveness is transfer of training. Transfer of training is defined as the degree to which trainees apply the knowledge, skills, behaviors, and attitudes gained in training to their job (Wexley and Latham, 1991). There is consensus that acquiring knowledge, skills, behaviors, and attitudes in training is of little value if the new characteristics are not generalized to the job setting or are not maintained over time (Kozlowski and Salas, 1997).
Transfer of training is a critical outcome of HRD. Research during the last ten years has demonstrated that transfer of training is complex and involves multiple factors and influences (Baldwin and Ford, 1988;Ford and Weisbein,