Training and development:

HULTMAN Glenn (1984): In the study Managerial work,

organizational perspective and the training of managers, discusses
as empirical and theoretical issues are planned organizational
change and the training of managers, nothing that, though
managers are often viewed as people of action leadership research
suggests the opposite. A discussion utilizing research an
managerial work and organizational perspective is used to present
the phenomenon of leadership and leader competence in new
perspective which considers whether further research in to
managerial work and skills and organizational perspective
Goddard Robert. W (1985): In his study the Pyfmalion effect
personnel journal describe the Pygmalion effects or the
behavioral science principle that states that an employee success
is directly related to the company s expectations. Good
management. Training practice is discussed such as recognizing
employees potential for improved performance. Showing
confidence in the staff maintaining an in going dialog setting high
performance standards complimenting criticizing constructively
and with empathy, helping people advance and overcoming self
defeating personal present.
Toddy (1988): In his study effect of stimulus variability on
trainee comes Enhancing behavior modeling training . Based on
findings of this study is suggested that the conventional wisdom
of using low variability and strictly give stimuli in training
contests should be recognized. The value of negative feeling and
non-exemplar information demonstrated here clearly warrants
further eptutal and empirical work. In Addition the inverse
relationship and transfer, firms the important if training designers
linking their evaluation criteria with objectives.
 Zhigho (1989): In his study An exploratory study of the
impact of a western management training program says their base
program contributed mostly to their position of management
knowledge followed by the boarding perspectives finding western
management science and important of managerial abilities and
indents were in general, satisfied with the education process on
terms of popular, quality of teaching Academic subjects in
functional areas such as getting subjects in functional areas such
as marketing, financial management and functionmanagement
were a regarded by the respondents more useful than those
general area (for ex: managerial economics, strategy and policy).
Samuel (1990): In his study current level of training
programs: the findings the study includes, administrator
recognized the growing importance, the value the increased
emphasis on training, but inconsistently supported the training
except training programs intended to Concentrate towards
technological aspects as has management personnel. And
minimal amount of training were directed towards developing
employee attitudes.
Jett (1994): In his study The Global skills, knowledge and
attitudes senior executives will require by the year 2005 says in
his conclusion, by the year senior executive will be facing a
variety of internal and external organizational changes in a
rapidly external organizational changes global business
environment require a foundation of global business skills and
knowledge need a posses a tolerance for other culture, be required
to be continuous leaders, need to be able to conduct business in a
second language need to have gained experience outside their
native country, need to be able to develop creative solution
rapidly for situations arising in unfamiliar global business
environments need to posses a global perspective and need to be
effectively use the expertise of others.

Robert Carroll (1994): In his study EMPOWERMENT THE

MANAGEMENT TEAM INTERFACE says that the overall
study results that all the team have participated in setting the team
goals and commits but almost always in response to overall goes
set by management, Companies have management. Companies
have generally recognized the need for team training and have
reopened by training most team leaders and members. They have
not always followed up after the initial training.
According to the Michel Armstrong, “Training is systematic
development of the knowledge, skills and attitudes required by an
individual to perform adequately a given task or job”. (Source: A
Handbook of Human Resource Management Practice, Kogan
Page, 8th Ed.,2001)
According to the Edwin B Flippo, “Training is the act of
increasing knowledge and skills of an employee for doing a
particular job.”(Source: Personnel Management, McGraw Hill;
6th Edition, 1984).The term ‘training’ indicates the process
involved in improving the aptitudes, skills and abilities of the
employees to perform specific jobs. Training helps in updating
old talents and developing new ones. ‘Successful candidates
placed on the jobs need training to perform their duties
effectively’. (Source: Aswathappa, K. Human resource and
Personnel Management, New Delhi Tata McGraw-Hill
Publishing CompanyLimited,2000, p.189). The principal
objective of training is to make sure the availability of a skilled
and willing workforce to the organization. In addition to that,
there are four other objectives: Individual, Organizational,
Functional, and Social.
 Training and development is a subsystem of an organization
that emanate from two independent yet interdependent words
training and development. Training is often interpreted as the
activity when an expert and learner work together to effectively
transfer information from the expert to the learner (to enhance a
learner’s knowledge, attitudes or skills) so the learner can better
perform a current task or job. Training activity is both focused
upon, and evaluated against, the job that an individual currently
holds (Learner R., 1986). On the other hand development is often
viewed as a broad, ongoing multi-faceted set of activities (training
activities among them) to bring someone or an organization up to
another threshold of performance. This development often
includes a wide variety of methods, e.g., orienting about a role,
training in a wide variety of areas, ongoing training on the job,
coaching, mentoring and forms of self-development. Some view
development as a life-long goal and experience. Development
focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the
future, and is almost impossible to evaluate (Nadler Leonard,
1984).
As we know that training and development refers to the
process to obtain or transfer KSA (knowledge, skills and abilities)
needed to carry out a specific activity or task ; therefore, benefits
of training and development both for employer and employees are
strategic in nature and hence much broader. In order to meet the
current and future challenges of our business, training and
development assumes a wide range of learning actions, ranging
from training of the employees for their present tasks and more
so, knowledge sharing to improve the business horizon and
customer’s service. It also focuses on their career development,
thus expanding individual, group and organizational
effectiveness. A comprehensive training and development
program helps in deliberating on the knowledge, skills and
attitudes necessary to achieve organizational goals and also to
create competitive advantage (Peteraf 1993). In fact, in the start
of the twenty-first century Human Resource Managers have
opined that one of the main challenges they are to confront had
involved issues related to training and development (Stavrou,
Brewster and Charalambous 2004).
Training and development ensures that randomness is
reduced and learning or behavioral change takes place in
structured format. In the field of human resource management,
training and development is the field concerned with
organizational activity aimed at bettering the performance of
individuals and groups in organizational settings. It has been
known by several names, including employee development,
human resource development, and learning and development
(Harrison Rosemary, 2005).
As the generator of new knowledge, employee training and
development is placed within a broader strategic context of
human resources management, i.e. global organizational
management, as a planned staff education and development, both
individual and group, with the goal to benefit both the
organization and employees. To preserve its obtained positions
and increase competitive advantage, the organization needs to be
able to create new knowledge, and not only to rely solely on
utilization of the existing (Vemic, 2007). Thus, the continuous
employee training and development has a significant role in the
development of individual and organizational performance. The
strategic procedure of employee training and development needs
to encourage creativity, ensure inventiveness and shape the entire
organizational knowledge that provides the organization with
uniqueness and differentiates it from the others
Training is the organized way in which organizations
provide development and enhance quality of new and
existing employees. Training is viewed as a systematic approach
of learning and development that improve individual, group and
organization (Goldstein& Ford, 2002) in Khawaja & Nadeem
(2013). Thus it is the series of activities embarked upon by
organization that leads to knowledge or skills acquisition for
growing purposes. Thereby, contributing to the well being and
performance of human capital, organization, as well as the society
at large. According to Manju & Suresh (2011), training serves as
an acts of intervention to improve organization’s goods and
services quality in stiff the competition by improvements in
technical skills of employees.
Development refers to activities leading to the acquisition of
new knowledge or skills for purposes of growing. Organizations
provide employees with development programmes in order to
enhance their capabilities. Employee development is gaining an
increasingly critical and strategic imperative in organizations in
the current business environment (Sheri-lynne 2007) in Abdul
Hameed (2011). Thus organizations need to invest in continuous
employee development in order to maintain employees as well as
the organization success (Khawaja & Nadeem 2013)