Learning, Training, and Development in Organizations

Eduardo Salas, Sallie Weaver, Marissa L. Shuffler

Research output: Chapter in Book/Report/Conference proceedingChapter

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 languageEnglish (US)
Title of host publicationThe Oxford Handbook of Organizational Psychology
PublisherOxford University Press
Volume1
ISBN (Print)9780199968824, 9780199928309
DOIs
Publication statusPublished - Sep 18 2012
Externally publishedYes

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Keywords

  • Organizational change
  • Organizational development
  • Organizational learning
  • Training
  • Training delivery
  • Training design

ASJC Scopus subject areas

  • Psychology(all)

Cite this

Salas, E., Weaver, S., & Shuffler, M. L. (2012). Learning, Training, and Development in Organizations. In The Oxford Handbook of Organizational Psychology (Vol. 1). Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199928309.013.0011