Creating an organization that is motivated is challenging, particularly in the public sector. Some findings from public sector studies published in the twenty-first century reveal that how well training support is done, it will not be able to upgrade job competency if subordinates have low motivation to transfer. Even though this relationship has been extensively studied, the mediating effect of transfer motivation is largely ignored in the public sector literature. Thus, this study aims to examine the relationship between training support, motivation to transfer, and job competency. Survey questionnaires are adapted from training management literature to collect data from employees in the public sector in Malaysia.