| Summary: | Investment in training, and the allocating of financial resources for it implementation in the Libyan oil industry, are to improve employees' abilities and overall work performance. However, these efforts might not achieve the requested level of job performance. As a result, there is a need for understanding influences on the use of training in the Libyan oil industry to achieve work development and succeed in improving employees' performance. This study provides new trends related to training to increase an understanding of the use of training with existing factors related to work, employees, and culture. It has sought to examine and find out whether there are significant differences in trainees' perceptions on motivation to transfer training related to seven work environmental factors (peer support, supervisor support, personal outcomes-positive, personal outcomes-negative, feedback, openness to change, and supervisor sanctions), and three organizational culture dimensions (dominant characteristics, leadership style, and management style). In addition, this research elicited the supervisors' opinions about factors that facilitated or inhibited motivation to transfer training in the workplace. Both qualitative and quantitative methods were used to collect the data. A survey questionnaire was sent to 04 joint ventures and foreign oil companies in Libya and a response rate of 69 % was achieved. The target group of the questionnaire was employees who attended training courses. This was supplemented by conducting twenty interviews with key practitioners in the field of training in these four oil companies. Descriptive analysis, correlation, and t-test analysis were used to clarify different aspects in transfer of training, such as the relationships between independent factors and motivation to transfer, and examined the differences of transfer of training between two main types of oil companies. Furthermore, content analysis was used to analyse the interview data. Key findings showed that significant differences exist between joint ventures and foreign oil companies in relation to transfer of training within the work environment and organizational culture. In addition, these findings highlighted the reasons behind those differences in transfer of training including positive aspects in the use of new skills and barriers that face the transfer of training in the workplace. Finally, the approach of effective enhancement in organizational relationships between management and employees is recommended as a method to manage the transfer of training within the work environment and organizational culture in the Libyan oil industry.
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