Allen N., & Meyer. J. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organisation. Journal of Occupational Psychology, 63, 1–18.
Ashton D. (2004). The impact of organizational structure and practices on learning in the workplace. International Journal of Training and Development, 8(1), 43–53.
Association of Talent Development (2015). ATD 2014 state of the industry report. Alexandria, VA: ATD ASTD DBA Association for Talent Development.
Avey J., Luthans F., & Jensen S. (2009). Psychological capital: A positive resource for combating employee stress and turnover. Human Resource Management, 48(5), 677–693.
Avey J., Reichard R., Luthans F., & Mhatre H. (2011). Meta-analysis of the impact of psychological capital on employee attitudes, behaviors and outcomes. Human Resource Development Quarterly, 22(2), 127–152.
Avey J., Richmond L., & Nixon D. (2012). Leader positivity and follower creativity: An experimental analysis. Journal of Creative Behaviour, 46(2), 99–118.
Avey J., Wernsing T., & Luthans F. (2008). Can positive employees help positive organizational change? Impact of psychological capital and emotions on relevant attitudes and behaviors. The Journal of Applied Behavioral Science, 44(1), 48–70.
Berman E., Bowman J., West J., & Van Wart M. (Eds.) (2012). Training, learning and development: exploring new frontiers (Ch 9). Human resource management in public service: Paradoxes, processes, and problems (pp. 339–372). London: Sage.
Birzer M. (2003). The theory of andragogy applied to police training. Policing: An International Journal of Police Strategies & Management, 26(1), 29–42.
Branderhorst E. M., & Wognum A. (1995). Management influence on the transfer of training. In E. F. Holton (Ed.), Conference proceedings. St. Louis, MO: Academy of Human Resource Development. http://purl.utwente.nl/publications/96910
Brunetto Y., & Farr-Wharton R. (2002). Using social identity theory to explain the job satisfaction of public sector employees. International Journal of Public Sector Management, 15(7), 534–551.
Brunetto Y., Farr-Wharton R., & Shacklock K. (2011). Using the Harvard HRM model to conceptualise the impact of changes to supervision upon HRM outcomes for different types of Australian public sector employees. International Journal of Human Resource Management, 22(3), 553–573.
Brunetto Y., Farr-Wharton R., & Shacklock K. (2012a). Communication, training, wellbeing and commitment across generations. Nursing Outlook, 60, 7–15.
Brunetto Y., Farr-Wharton R., & Shacklock K. (2012b). Supervisor relationships, teamwork, role ambiguity and discretionary power: Nurses in Australia and the UK. International Journal of Public Administration, 35, 532–543.
Brunetto Y., Shacklock K., Teo S., & Farr-Wharton R. (2014). The impact of management on the engagement and wellbeing of high emotional labour employees. International Journal of Human Resource Management, 25(17), 2345–2363.
Brunetto Y., Shacklock K., Teo S., Farr‐Wharton R., & Nelson S. (2015). Nurses’ supervisors, learning options and organisational commitment: Australia, Brazil and England. Journal of Nursing Management, 23(8), 1029–1038.
Caro C. A. (2011). Predicting state police officer performance in the field training officer program: What can we learn from the cadet’s performance in the training academy?
American Journal of Criminal Justice, 36, 357–370.
Chen G., & Klimoski R. J. (2007). Training and development of human resources at work: Is the state of our science strong?
Human Resource Management Review, 17(2), 180–190.
Combs G. M., & Luthans F. (2007). Diversity training: Analysis of the impact of self-efficacy. Human Resource Development Quarterly, 16(1), 91–120.
Combs G. M., Luthans F., & Griffith J. (2008). Learning motivation and transfer of human capital development: Implications from psychological capital. In C. L. Cooper & R. Burke (Eds.), The peak performing organization (pp. 73–91). New York: Routledge.
Cropanzano R., & Mitchell M. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31, 874–900.
Daily B., & Bishop J. (2003). TQM workforce factors and employee involvement: The pivotal role of teamwork. Journal of Managerial Issues, Dec 1, 393–412.
Dick G. (2011). The influence of managerial and job variables on organisational commitment in the police. Public Administration, 89(2), 557–576.
Dulebohn J., Bommer W., Liden R., Brouer R., & Ferris G. (2002). A meta-analysis of antecedents and consequences of leader–member exchange. Journal of Management, 38, 1715–1759.
Glaser S., Zamanou S., & Hacker K. (1987). Measuring and interpreting organisational culture. Management Communication Quarterly, 1(2), 173–198.
Graen G., & Uhl-Bien M. (1995). Relationship-based approach to leadership: Development of leader -member exchange (LMX) theory of theory over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219–247.
Hair J., Black W., Babin B., & Anderson R. (2010). Multivariate data analysis (7th ed.). Upper Saddle River, NJ: Prentice-Hall.
Hawley J. D., & Barnard J. K. (2005). Work environment characteristics and implications for training transfer: A case study of the nuclear power industry. Human Resource Development International, 8, 65–80.
Hu L., & Bentler P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling, 6, 1–55.
Koopman H., Doornbos A., & van Eekelen I. (2006). Learning in interactive work situations: It takes two to tango; why not invite both partners to dance. Human Resource Development Quarterly, 17, 135–158.
Luthans F., Norman S., Avolio B., & Avey J. (2008). The mediating role of psychological capital in the supportive organizational climate-employee performance relationship. Journal of Organizational Behavior, 29(2), 219–238.
Luthans F., Vogelgesang G., & Lester P. (2006). Developing the psychological capital of resiliency. Human Resource Development Review, 5(1), 25–44.
Marsick V. J., & Watkins K. E. (2001). Informal and incidental learning. New Directions for Adult and Continuing Education, 89, 25–34.
Marton F., Tsui A. B., Chik P. P., Ko P. Y., & Lo M. L. (2004). Classroom discourse and the space of learning. Routledge, NJ: Lawrence Erlbaum Associates.
Meyer J., Stanley D., Herscovitch L., & Topolnytsky L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61, 20–52.
Meyer J. P., & Smith C. A. (2000). HRM practices and organisational commitment: Test of a mediation model. Canadian Journal of Administrative Sciences, 17(4), 319–332.
Mohammed A., & Marquardt M. (2007). Relationship between employees, beliefs regarding training benefits and employees’ organizational commitment in a petroleum company in the State of Qatar. International Journal of Training and Development, 11(1), 49–70.
Mitchell M. S., Cropanzano R. S., & Quisenberry D. M. (2012). Social exchange theory, exchange resources, and interpersonal relationships: A modest resolution of theoretical difficulties. In K. Törnblom & A. Kazemi (Eds.),
Handbook of social resource theory: Theoretical extensions, empirical insights, and social applications, critical issues in social justice (pp. 99–118). New York: Springer.
Noblet A., Rodwell J., & Allisey A. (2009). Job stress in the law enforcement sector. Stress and Health, 25(1), 111–120.
Noe R. A. (2005). Employee training and development (3rd ed.). Boston, MA: McGraw-Hill/Irvin.
Paul A. K., & Anantharaman R. N. (2004). Influence of HRM practices on organizational commitment: A study among software professionals in India. Human Resource Development Quarterly, 15(1), 77–88.
Podsakoff P. M., MacKenzie S. B., Lee C. A., & Podsakoff N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.
Rubin R., Palmgreen P., & Sypher H. (1994). Communication research measures: A sourcebook. New York: Guildford Press.
Rose R. C., Kumar N., & Pak O. G. (2009). The effect of organizational learning on organizational commitment, job satisfaction and work performance. The Journal of Applied Business Research, 25(6), 55–65.
Shane J. (2010). Performance management in police agencies: A conceptual framework. International Journal of Police Strategies & Management, 33(1), 6–29.
Stevens D. (2001). Case studies in community policing. Upper Saddle River, NJ: Prentice Hall.
Story J., Youssef C., Luthans F., Barbuto J., & Bovaird J. (2013). Contagion effect of global leaders’ positive psychology capital on followers: Does distance and quality of relationship matter?
International Journal of Human Resource Management, 24(13), 2534–2553.
Tharenou P., Saks A. M., & Moore C. (2007). A review and critique of research on training and organizational-level outcomes. Human Resource Management Review, 17(3), 251–273.
Wang H., Law K. S., Hackett R. D., Wang D., & Chen Z. X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers’ performance and organizational citizenship behavior. Academy of Management Journal, 48(3), 420–432.
Wang H., Sui Y., Luthans F., Wang D., & Wu Y. (2014). Impact of authentic leadership on performance: Role of followers’ positive psychological capital and relational processes. Journal of Organizational Behavior, 35, 5–21.
Werth E. P. (2011). Scenario training in police academies: Developing students’ higher-level thinking skills. Police Practice and Research, 12(4), 325–340.