Training and development

[3] Early training-related articles appeared in journals marketed to enslavers in the Antebellum South[4] and training approaches and philosophies were discussed extensively by Booker T.

[9] It was in this decade that research revealing the impact and importance of fostering a training and development-positive culture was first conducted.

[9] The 21st century brought more research in topics such as team-training, such as cross-training, which emphasizes training in coworkers' responsibilities.

Training is particularly critical in high-reliability organizations, which rely on high safety standards to prevent catastrophic damage to employees, equipment, or the environment (e.g. nuclear power plants and operating rooms).

believe training wastes time and money because, in certain cases, real life experience may be better than education, and organizations want to spend less, not more.

[29] To mitigate the issue, they recommended some general principles to follow to increase the employees' desire to take part in the program.

These include: Motivation is an internal process that influences an employee's behavior and willingness to achieve organizational goals.

A company's techniques to motivate employees may change over time depending on the current dynamics of the workplace.

Studies have shown that reinforcement directly influences employee learning, which is highly correlated with performance after training.

Stereotypes and implicit biases can undermine the confidence and performance of minority groups to seek out training, affecting their career development.

[41] The impact of excluding or limiting a person’s access to training and development opportunities can affect both the individual and the organization.

[45] To address these disparities, organizations can implement diversity policies, provide bias training, and establish mentorship programs to support underrepresented groups.