The focus of this study was exploring the effects of several contextual factors on training motivation. Participants (N = 245) from 12 organizational training groups were given surveys designed to measure pretraining motivation, expected job and career utility of training, peer and supervisor training transfer climate, involvement in decision to be trained, and decision-maker credibility. Structural equations modeling indicated that (a) perceived job utility of training significantly predicted training motivation, (b) decision involvement resulted in higher perceptions of job and career utility, (c) decision-maker credibility affected job and career utiflity, and (d) supervisor training transfer climate affected anticipated job utility. Implications of the findings for increasing the effectiveness of training are discussed.
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