literature review of training and development project

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In This Article Expand or collapse the "in this article" section Training and Development

Introduction, general overviews.

Reference Works
Instructional Systems Design
Needs Assessment
Training Methods
Pre-training Interventions
Training Media
Training Teams
Training Evaluation
Learner Characteristics
Learning Context
Employee Development
Macroperspectives

Other Subject Areas

Forthcoming articles expand or collapse the "forthcoming articles" section.

Diversity and Firm Performance
Executive Succession
Organization Design
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Training and Development by Kenneth G. Brown LAST REVIEWED: 26 October 2015 LAST MODIFIED: 26 October 2015 DOI: 10.1093/obo/9780199846740-0013

Training and development is the study of how structured experiences help employees gain work-related knowledge, skill, and attitudes. It is like many other topics in management in that it is inherently multidisciplinary in nature. At its core is the psychological study of learning and transfer. A variety of disciplines offer insights into this topic, including, but not limited to, industrial and organizational psychology, educational psychology, human resource development, organizational development, industrial and labor relations, strategic management, and labor economics. The focus of this bibliography is primarily psychological with an emphasis on theory and practice that examines training processes and the learning outcomes they seek to influence. Nevertheless, literature from other perspectives will be introduced on a variety of topics within this area of study.

These articles and chapters provide background for the study of training and development, particularly as studied by management scholars with backgrounds in human resource management, organizational behavior, human resource development, and industrial and organizational psychology. Kraiger 2003 examines training from three different perspectives. Aguinis and Kraiger 2009 provides a narrative review of ten years of research on training and employee development, focusing on the many benefits of providing structured learning experiences to employees. Brown and Sitzmann 2011 also reviews the literature and emphasizes research on the processes that are required to ensure that training benefits emerge. Arthur, et al. 2003 meta-analyzes the literature on training effectiveness. Russ-Eft 2002 proposes a typology of training designs. Salas, et al. 2012 offers recommendations for evidence-based training practice. Noe, et al 2014 examines training in a broader context, relative to the roles of informal learning and knowledge transfer.

Aguinis, Herman, and Kurt Kraiger. “Benefits of Training and Development for Individuals and Teams, Organizations, and Society.” Annual Review of Psychology 60.1 (January 2009): 451–474.

DOI: 10.1146/annurev.psych.60.110707.163505

A comprehensive review of training and development literature from 1999 to 2009 with an emphasis on the benefits that training offers across multiple levels of analysis.

Arthur, Winfred A., Jr., Winston Bennett Jr., Pamela S. Edens, and Suzanne T. Bell. “Effectiveness of Training in Organizations: A Meta-analysis of Design and Evaluation Features.” Journal of Applied Psychology 88.2 (April 2003): 234–245.

DOI: 10.1037/0021-9010.88.2.234

Offers a comprehensive meta-analysis of the relationships among training design and evaluation features and various training effectiveness outcomes (reaction, learning, behavior, and results).

Brown, Kenneth G., and Traci Sitzmann. “Training and Employee Development for Improved Performance.” In APA Handbook of Industrial and Organizational Psychology . Vol. 2, Selecting and Developing Members for the Organization . Edited by Sheldon Zedeck, 469–503. Washington, DC: American Psychological Association, 2011.

DOI: 10.1037/12170-000

A comprehensive review of training and development in work organizations with an emphasis on the processes necessary for training to be effective for improving individual and team performance.

Kraiger, Kurt. “Perspectives on Training and Development.” In Handbook of Psychology . Vol. 12. Edited by Irving B. Weiner and Walter C. Borman, Daniel R. Ilgen, and Richard J. KIlimoski, 171–192. Hoboken, NJ: John Wiley, 2003.

DOI: 10.1002/0471264385

Reviews training literature from three perspectives: instruction, learning, and organizational change.

Noe, Raymond A., Alena D. M. Clarke, and Howard J. Klein. “Learning in the Twenty-first-century Workplace.” Annual Review of Organizational Psychology and Organizational Behavior 1 (2014): 245–275.

DOI: 10.1146/annurev-orgpsych-031413-091321

A review that places training and development in a broader context with other learning-related interventions and practices such as informal learning and knowledge sharing. The chapter explains factors that facilitate learning in organizations.

Russ-Eft, Darlene. “A Typology of Training Design and Work Environment Factors Affecting Workplace Learning and Transfer.” Human Resource Development Review 1 (March 2002): 45–65.

DOI: 10.1177/1534484302011003

Presents a typology summarizing elements of training and work environments that foster transfer of training.

Salas, Eduardo, Scott I. Tannenbaum, Kurt Kraiger, and Kimberly A. Smith-Jentsch. “The Science of Training and Development in Organizations: What Matters in Practice.” Psychological Science in the Public Interest 13.2 (2012): 74–101.

DOI: 10.1177/1529100612436661

Reviews meta-analytic evidence and offers evidence-based recommendations for maximizing training effectiveness.

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81.177.182.174

The Current State of Research on Training Effectiveness

First Online: 30 July 2020

Cite this chapter

literature review of training and development project

Thomas N. Garavan 11 ,
Fergal O’Brien 12 ,
James Duggan 13 ,
Claire Gubbins 14 ,
Yanqing Lai 15 ,
Ronan Carbery 16 ,
Sinead Heneghan 17 ,
Ronnie Lannon 18 ,
Maura Sheehan 19 &
Kirsteen Grant 20

1696 Accesses

4 Citations

This chapter addresses the current state of research on training effectiveness in organisations. It summarises the key findings on what we know about training effectiveness, the research emphasis given to different components of the model, and how research informs the ways in which organisations should approach learning and development to maximise effectiveness. The chapter highlights the role of training needs analysis, the types of attendance policies that should be used, the most effective design of training delivery to maximise effectiveness, the relative effectiveness of training methods, the organisation of training content, the importance of learning or training transfer, and the types of outcomes that are derived from learning and development.

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Garavan, T.N. et al. (2020). The Current State of Research on Training Effectiveness. In: Learning and Development Effectiveness in Organisations. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-48900-7_5

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A literature review on training and development and quality of work life

The authors suggest that training and development is a process leading to qualitative as well as quantitative advancements in an organization, especially at the managerial level. It is stated that training has specific areas and objectives whilst development is a continuous process less concerned with physical skills than with knowledge, values, attitudes and behavior. The authors discuss the process in which an organization recognizes their responsibility for optimal organizational performance and development of organizational motives for optimum quality of employee working life.

This paper fo ... Show more

This paper focuses and analyses the literature findings on importance of training and development and its relation with the employees' quality of work life.

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Authors: Kulkarni, Pallavi P.

Published: Nashik, India, Researchers World, 2013

Resource type: Article

Journal title: Journal of arts science and commerce

Journal volume: 4

Journal number: 2

Journal date: 2013

Pages: pp. 136-143

ISSN: 2231-4172; 2229-4686 (online)

Peer reviewed: Yes

Document number: TD/TNC 116.440

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Subjects: Management Teaching and learning Employment Workforce development Research

Keywords: Human resources Training Quality of working life Human resource development Literature review

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A LITERATURE REVIEW ON TRAINING & DEVELOPMENT AND QUALITY OF WORK LIFE

In this competitive world, training plays an important role in the competent and challenging format of business. Training is the nerve that suffices the need of fluent and smooth functioning of work which helps in enhancing the quality of work life of employees and organizational development too. Development is a process that leads to qualitative as well as quantitative advancements in the organization, especially at the managerial level, it is less considered with physical skills and is more concerned with knowledge, values, attitudes and behaviour in addition to specific skills. Hence, development can be said as a continuous process whereas training has specific areas and objectives. So, every organization needs to study the role, importance and advantages of training and its positive impact on development for the growth of the organization. Quality of work life is a process in which the organization recognizes their responsibility for excellence of organizational performance as well as employee skills. Training implies constructive development in such organizational motives for optimum enhancement of quality of work life of the employees. These types of training and development programs help in improving the employee behaviour and attitude towards the job and also uplift their morale. Thus, employee training and development programs are important aspects which are needed to be studied and focused on. This paper focuses and analyses the literature findings on importance of training and development and its relation with the employees' quality of work life.

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Quality of Work Life (QWL) of employees in any organization plays a very vital role in shaping of both the employees and the organization. The objective of this research is to highlight the prominence of training and development programmes adopted in manufacturing industries encompassing the private and public sectors and the impact that it exerts on the quality of work life of employees in these sectors. It is assumed that employees who undergo T & D programme either in private or public sectors enjoy better QWL. Here a comparative study among the employees of private and public manufacturing industries is carried out to measure the QWL of employees in these respective sectors. Hence the research concludes that the QWL enjoyed by the employees of private industries is superior to the QWL of employees of public industries.

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josiah emmanuel

International Journal of Latest Technology in Engineering, Management & Applied Science -IJLTEMAS (www.ijltemas.in)

In this era where competition is increasing day by day in the corporate world training and development has become one of the important key to achieve success. Training is an important subsystem of Human Resource Development. It is a specialized function and is one of the fundamental operative functions for known resource management. Development is a long-term educational process utilizing a systematic and organized procedure by which managerial personnel get conceptual and theoretical knowledge. Basically, it is an attempt to improve the current or future employee performance of the employee by increasing his or her ability to perform through learning, usually by changing the employee’s attitude or increasing his or her skills and knowledge. These types of training and development programs help in improving the employee behavior and attitude towards the job and also uplift their morale. Thus, employee training and development programs are important aspects which are needed to be studied and focused on. This paper focusses on the advantages of the training and development for the employee’s.

International Journal of Scientific Research in Science and Technology IJSRST

The purpose of this paper is to present a conceptual study established on the employee training and development program and its benefits. This paper will inspect the structure and elements of employee training and development program and later the study present what are the positive outcomes for employees and organizations. Training and development play an important role in the effectiveness of organizations and to the experiences of people in work. Training has implications for productivity, health and safety at work and personal development. Modern organizations therefore use their resources (money, time, energy, information, etc.) for permanent training and advancement of their employees. Training and development is an instrument that aid human capital in exploring their dexterity. Therefore training and development is vital to the productivity of organization " s workforce. The study described here is a vigilant assessment of literature on fundamental of employee development program and its benefits to organizations and employees.

Dr Yashpal D Netragaonkar

“ To Study the Effectiveness of Employees Training & Development Program ”. The prime objective of research is to study the changes in skill , attitude, knowledge, behavior of Employees after Training program. It also studies the effectiveness of Training on both Individual and Organizational levels. Due to this research we are able to absorb current trends related to whole academic knowledge a nd its practical use. Such research is exposed us to set familiar with professional environment, working culture, behavior, oral communication & manners. Since the training is a result oriented process and a lot of time and expenditure, it is necessary tha t the training program should be designed with a great care. For evaluating effectiveness if training a questionnaire has to be carefully prepared for participants in order to receive feedback.

Venkata Sandeep

Tolulope J Ogunleye

Overtime, study had shown that to be relevant in any field of work there is need for continuous learning through training and development. The study is aimed at finding out the need for employees training and development in an organization. The need for improvement to change the phenomenon of low productivity and poor service delivery attributed to the employee’s in-adequate experience, calls for investigation on how effective training and development of employee can facilitate improved corporate performance using the banking industry as a field of discuss.. The study concluded that training and development brings about career growth for the employees and bankers thus the study recommended that all organization must do induction training at entry point into the banking sector.

International Journal of Research Publication (IJRP)

IAEME PUBLICATION

Training and development enables to develop skills and competencies necessary to enhance bottom-line results for their organization. It is a key ingredient for organizational performance improvement. It ensures that randomness is reduced and learning or behavioural change takes place in structured format. Training and Development helps in increasing the job knowledge and skills of employees at each level and helps to expand the horizons of human intellect and an overall personality of the employees. This paper analyses the link between various Training and Development programs organized in Larsen &Toubro Group of Companies and their impacts on employee satisfaction and performance. Data for the paper have been collected through primary source that are from questionnaire, surveys. There were two variables: Training and Development (independent) and Employees satisfaction and performance (dependent). The goal was to see whether Training and development has an impact on employee’s satisfaction and performance

Literature Review – Employee Training and Development

Introduction.

Human resources are considered by many to be the most important asset of an organization, yet very few employers are able to harness the full potential from their employees (Radcliffe, 2005). Human resource is a productive resource consisting of the talents and skills of human beings that contribute to the production of goods and services (Kelly, 2001). Lado and Wilson (1994) define human resource system as a set of distinct but interrelated activities, functions, and processes that are directed at attracting, developing, and maintaining a firm’s human resources. According to Gomez-Mejia, Luis R., David B. Balkin and Robert L. Cardy, (2008), it is the process of ensuring that the organization has the right kind of people in the right places at the right time. The objective of Human Resources is to maximize the return on investment from the organization’s human capital and minimize financial risk. It is the responsibility of human resource managers to conduct these activities in an effective, legal, fair, and consistent manner (Huselid, 1995).

Employee Training and Development

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).

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.

The Value of Training and Development

According to Beardwell & Holden (1997) human resource management has emerged as a set of prescriptions for managing people at work. Its central claim is that by matching the size and skills of the workforce to the productive requirements of the organization, and by raising the quality of individual employee contributions to production, organizations can make significant improvements on their performance.

The environment of an organization refers to the sum total of the factors or variables that may influence the present and future survival of an organization (Armstrong, 1998). The factors may be internal or external to the organization. Cascio W. F, (1995), uses the terms societal environment to define the varying trends and general forces that do not relate directly to the company but could impact indirectly on the company at some point in time. Four of these forces are identified as economic, technological, legal and political and socio-cultural and demographic forces. The second type of environment is the task environment that comprises elements directly influencing the operations and strategy of the organization. These may include the labour market, trade unions, competition and product markets comprising customers, suppliers and creditors. The task environment elements are directly linked to the company and are influenced by the societal environment.

However, variables in the task, competitive or operative environment as they are variously referred to, affect organizations in a specific industry and it is possible to control them to some extent. As such, environmental change, whether remote or task, disrupts the equilibrium that exists between the organization’s strategy and structure, necessitating adjustment to change. Pfeffer (1998) proposes that there is evidence demonstrating that effectively managed people can produce substantially enhanced economic performance. Pfeffer extracted from various studies, related literature, and personal observation and experience a set of seven dimensions that seem to characterize most if not all of the systems producing profits through people. He named them the seven practices of successful organizations and they are: employment security, selective hiring of new personnel, self-managed teams and decentralization of decision making as the basic principles of organizational design, comparatively high compensation contingent on organizational performance , extensive training, reduced status distinctions and barriers, including dress, language, office arrangements, and wage differences across levels, and extensive sharing of financial and performance information throughout the organization.

Effect of Training and Development on Employee Productivity

McGhee (1997) stated that an organization should commit its resources to a training activity only if, in the best judgment of managers, the training can be expected to achieve some results other than modifying employee behavior. It must support some organizational goals , such as more efficient production or distribution of goods and services, product operating costs, improved quality or more efficient personal relations is the modification of employees behavior affected through training should be aimed at supporting organization objectives.

Effect of Training and Development on Employee Motivation

Motivation is concerned with the factors that influence people to behave in certain ways. Arnold etal (1991), have listed the components as being, direction-what a person is trying to do, effort- how hard a person is trying to and persistence- how long a person keeps on trying. Motivating other people is about getting them to move in the direction you want them to go in order to achieve a result, well motivated people are those with clearly defined goals who take action that they expect will achieve those goals. Motivation at work can take place in two ways. First, people can motivate themselves by seeking, finding and carrying out that which satisfies their needs or at least leads them to expect that their goals will be achieved. Secondly, management can motivate people through such methods as pay, promotion, praise and training (Synderman 1957). The organization as a whole can provide the context within which high levels of motivation can be achieved training the employees in areas of their job performance.

Effect of Training and Development on Competitive Advantage

Competitive advantage is the essence of competitive strategy . It encompasses those capabilities, resources, relationships, and decisions, which permits an organization to capitalize on opportunities in the marketplace and to avoid threats to its desired position, (Lengnick-Hall 1990). Boxall and Purcell (1992) suggest that ‘human resource advantage can be traced to better people employed in organizations with better processes.’ This echoes the resource based view of the firm, which states that ‘distinctive human resource practices help to create the unique competences that determine how firms compete’ (Capelli and Crocker- Hefter, 1996). Intellectual capital is the source of competitive advantage for organizations. The challenge is to ensure that firms have the ability to find, assimilate, compensate, and retain human capital in shape of talented individual who can drive a global organization that both responsive to its customer and ‘the burgeoning opportunities of technology’ (Armstrong, 2005)

Effect of Training and Development on Customer Relations

William Edward Deming , one of the quality Gurus defines quality as a predictable degree of uniformity and dependability at low costs and suitable to the market, he advises that an organization should focus on the improvement of the process as the system rather than the work is the cause of production variation (Gale 1994). Many service organizations have embraced this approach of quality assurance by checking on the systems and processes used to deliver the end product to the consumer. Essentially this checks on; pre-sale activities which encompass the advice and guidance given to a prospective client, customer communications ( how well the customers are informed of the products and services, whether there are any consultancy services provided to help the customers assess their needs and any help line available for ease of access to information on products), the speed of handling a client’s transactions and processing of claims, the speed of handling customers calls and the number of calls abandoned or not answered, on the selling point of Products/Services a customer would be interested to know about the opening hours of the organization, the convenience of the location and such issues (Gale 1994). This is only possible when employees are well trained and developed to ensure sustainability of the same.

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