Psychological Barriers to Learning Transfer Among Pharma Salespersons

Training is a critical investment for pharmaceutical companies seeking to equip sales managers and teams with updated knowledge and skills. However, the transfer of learning—the application of training in the workplace—remains inconsistent. This study aimed to identify psychological barriers to learning transfer among first- and second-line managers in the Indian pharmaceutical industry and to recommend strategies for enhancing training effectiveness. A mixed-methods design was employed. Quantitative data were collected through a structured survey of 54 managers, while qualitative insights were gathered from semi-structured interviews with 10 managers. The survey included 36 Likert-scale items across seven constructs: training relevance and design, motivation and usefulness, resistance to change, cognitive overload, organisational support, self-efficacy and intentions, and training outcomes. Data were analysed using descriptive statistics, reliability tests, and correlations. Thematic analysis was applied to interview transcripts. Findings indicate that managers perceive training as relevant, motivating, and outcome-driven, with high self-efficacy to coach teams. However, barriers include resistance to change, cognitive overload, competing field priorities, attrition, lack of appraisal linkage, and limited recognition for training application. Reliability analyses confirmed strong internal consistency across constructs. Qualitative findings highlighted cultural gaps between senior leaders’ rhetoric on learning and their actual reinforcement behaviours. The study concludes that while individual readiness for transfer is strong, systemic and organisational barriers undermine implementation. The research contributes to the literature by contextualising psychological barriers within the Indian pharmaceutical sector and offers practical guidance for organisations to maximise returns on training investment.