Training and Development in Human Resource Management
This paper examines employee training and development as a fundamental component of human resource management. It traces the concept's origins from the first corporate training programs established in 1927 through the evolution of career development practices across subsequent decades. The paper outlines the essential goals and activities of training and development — including on-the-job and off-the-job training, education, and organizational development — and explains why these programs matter for employee performance, organizational productivity, and workplace satisfaction. It also weighs the key advantages and disadvantages of training programs and discusses their role as a non-monetary employee benefit.
- Introduction: Defines training and development within HRM
- History of Training and Development: Evolution from 1927 to modern skills-focused programs
- Essentials of Training and Development: Core goals, activities, and modes of delivery
- Importance of Training and Development: Benefits for employees and organizational productivity
- Advantages and Disadvantages of Training and Development: Balanced evaluation of program trade-offs
- Application of Training and Development: Training as a non-monetary employee benefit
- Conclusion: Summary of key contributions and significance
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What makes this paper effective
- The paper follows a clear logical progression — moving from historical context to core concepts, practical importance, trade-offs, and application — which makes it easy to follow and suitable as a survey overview.
- It grounds abstract claims (e.g., the shift from promotion-focused to skills-focused development) in concrete historical examples such as General Motors, General Electric, Walt Disney, and McDonald's.
- The advantages-and-disadvantages section provides balanced analysis rather than one-sided advocacy, strengthening the paper's academic credibility.
Key academic technique demonstrated
The paper demonstrates effective use of historical contextualization to build an argument. By showing how training and development evolved over several decades — from 1927 corporate universities through the 1970s career-planning model and the 1980s flattening of hierarchies — the author gives the reader a causal framework for understanding why modern training programs look the way they do. This technique anchors contemporary claims in traceable historical evidence rather than presenting them as assertions.
Structure breakdown
The paper is organized into seven sections: a brief conceptual introduction, a chronological history section, an essentials/components section covering the three core activities (training, education, development), an importance section listing workplace benefits, an advantages-and-disadvantages section offering balanced evaluation, a short application section framing training as a non-monetary benefit, and a concise conclusion. Each section builds on the previous one, moving from "what it is and where it came from" to "why it matters and how it is used."
Introduction
One of the most important functions of human resource management is training and development, which focuses on organizational activity geared toward improving the performance of individuals and groups within an organization. This component is commonly known as organizational learning and development, as well as human resource development. Its significance in human resource management stems from its direct link to organizational productivity. Generally, organizational productivity and success is mainly influenced by the contributions of individuals and groups within the organizational setting. As a result, organizations constantly face the need to enhance employees' contributions to their business objectives in order to become profitable and successful. Employee training and development is regarded as the most suitable means of enhancing employees' contributions toward the realization of organizational objectives.
References
Arthur, L. (n.d.). What are the disadvantages in training employees? Retrieved February 21, 2015, from
Frost, S. (n.d.). The importance of training & development in the workplace. Retrieved February 21, 2015, from http://smallbusiness.chron.com/importance-training-development-workplace-10321.html
Martson, C. (2010, August 27). Employee training and development across the generations. Retrieved February 21, 2015, from http://www.trainingindustry.com/articles/employee-training-and-development-across-the-generations.aspx
Sleight, D. A. (1993, December). A developmental history of training in the United States and Europe. Retrieved from Michigan State University website: https://www.msu.edu/~sleightd/trainhst.html
Shelton, K. (2001, May). The effects of employee development programs on job satisfaction and employee retention. Retrieved from University website: http://www2.uwstout.edu/content/lib/thesis/2001/2001sheltonk.pdf
Stuart, R. (2013, March 1). Essentials of human resource training and development. Retrieved February 21, 2015, from http://www.hrps.org/blogpost/736528/160480/Essentials-of-Human-Resource-Training-and-Development
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