Learning, Training, and Development in Organizations

Eduardo Salas; Sallie J. Weaver; Marissa L. Shuffler

doi:10.1093/oxfordhb/9780199928309.013.0011

Learning, Training, and Development in Organizations

Eduardo Salas, Sallie J. Weaver, Marissa L. Shuffler

Research output: Chapter in Book/Report/Conference proceeding › Chapter

11 Scopus citations

Abstract

A 2008 Bureau of Labor Statistics report indicates that the youngest of the baby boom generation (i.e., individuals born between 1957 and 1964) held an average of 10.8 different jobs between the ages of 18 and 42. To remain viable, today's workforce must continually develop new knowledge, skills, and attitudes in order to adapt to changing technological and environmental demands. Training is the classic mechanism for such skill enhancement. This chapter provides an overview of training and other developmental activities from the organizational science perspective, including mentoring and coaching. Several classic models of training are reviewed, and an overarching organizational framework delineating the key variables of the training process is presented. Several suggestions for furthering our understanding of training and other forms of development are also offered.

Original language	English (US)
Title of host publication	The Oxford Handbook of Organizational Psychology
Publisher	Oxford University Press
Volume	1
ISBN (Electronic)	9780199968824
ISBN (Print)	9780199928309
DOIs	https://doi.org/10.1093/oxfordhb/9780199928309.013.0011
State	Published - Sep 18 2012
Externally published	Yes

Keywords

Organizational change
Organizational development
Organizational learning
Training
Training delivery
Training design

ASJC Scopus subject areas

General Psychology

Access to Document

10.1093/oxfordhb/9780199928309.013.0011

Cite this

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KW - Training delivery

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Learning, Training, and Development in Organizations

Abstract

Keywords

ASJC Scopus subject areas

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