The
linearity and causality implied within the taxonomy (for instance,
the assumption that passing a test at Level 2 will result in improved
job performance at Level 3) masks the reality of transferring
training into measurable results. Many factors enable — or hinder —
the transfer of training to on-the-job behavior change, including
support from supervisors, rewards for improved performance, culture
of the work unit, issues with procedures and paperwork, and political
concerns