MAGELANG — The success of an employee training program in the industrial sector does not end when the classroom session finishes, but is determined by the extent to which that knowledge and skills can be applied in the workplace. A new study conducted by Syahrul Munir Rayhan and Fereshti Nurdiana Dihan from Universitas Islam Indonesia reveals that direct support from supervisors serves as a crucial factor bridging training material with actual work practices in the field. The findings of this research, conducted at the bodywork manufacturing industry PT Mekar Armada Jaya, provide important insights for human resource management regarding the necessity of a supportive work ecosystem for applying employee learning outcomes.
The background of this study stems from a common challenge faced by various organizations, namely the failure of employees to transfer training outcomes into their daily operations. Despite substantial corporate investments in development programs, training content often evaporates without delivering a tangible impact on operational performance. This study utilized a qualitative approach with an in-depth case study method to observe firsthand the interactions and training transfer processes within the Quality Assurance and Product Planning Inventory Delivery departments.
The research methodology involved gathering data through in-depth interviews with five key informants, including human capital development staff, supervisors, and operational employees. Alongside interviews, the researchers conducted field observations and analyzed supporting documentation such as post-training evaluations to understand how training materials were contextually adapted across different divisions.
The primary findings indicate that the application of training outcomes occurred flexibly and was tailored to the unique characteristics of each department. In the Quality Assurance department, training competencies were directly applied to solving quality issues and conducting root cause analysis. Conversely, in the Product Planning Inventory Delivery department, training outcomes were more evident in improving communication, team coordination, and leadership practices. The study also discovered that the knowledge transfer process went beyond individual training participants, as learning was further disseminated to fellow team members through routine daily morning briefings.
Supervisor support proved to be multifaceted and essential, ranging from granting participation approval and guidance to offering opportunities for employees to practice new skills and assigning challenging work tasks. Supervisors actively performed ongoing mentoring and periodic evaluations, typically conducted three months post-training to monitor employee progress. Nevertheless, the transfer process still encountered operational hurdles, including time constraints driven by heavy work demands, inconsistent adherence to new systems among team members, and gaps between theoretical training materials and actual factory conditions.
The implications of this research are vital for business executives and corporate management in designing more effective workforce development strategies. Companies are advised not to focus solely on training curriculum quality or instructors, but also to equip line managers with mentorship skills. By fostering a collaborative work environment and providing employees with sufficient opportunities to implement new skills, corporate investments in human resource development can yield sustainable positive impacts on productivity and industrial competitiveness.
Author Profiles
Syahrul Munir Rayhan, Universitas Islam Indonesia
Fereshti Nurdiana Dihan, Universitas Islam Indonesia
Research Source
Article Title: Analysis of Employee Training Transfer Through the Role of Supervisor Support at PT Mekar Armada Jaya
Journal Name: East Asian Journal of Multidisciplinary Research (EAJMR)
Publication Year: 2026
DOI: https://doi.org/10.55927/eajmr.v5i9.303
Official URL: https://journaleajmr.my.id/index.php/eajmr
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