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A Literature Review and Reports on Training and Development
1. Introduction
This paper enunciates the importance, need of review of literature and the related review of studies to the topic. Management
Education in India is of a comparatively recent origin. In the last two decades there has been a rapid growth in the number of
institutions offering management education. With the diversion of sizeable economics and human resources in this strategic area
of national development, there should be simultaneous endeavors to explore and study the various factors that affects management
training, right from the identification of the training needs, selection of suitable trainees, the modus operandi of the training
process, the supportive climate provided to the trainees in the organization the subsequent impact of the course on the trainees
efficiency and its effect on the organization.
In this paper, a review of studies related to the topic under study is given below:
Muhammad Zahid Iqbal et. al in the year (2011) has done their research in the topic “AN EMPIRICAL ANALYSIS OF
THE RELATIONSHIP BETWEEN CHARACTERISTICS AND FORMATIVE EVALUATION OF TRAINING” Their
analysis is about the relationship between characteristics and formative evaluation of Training. This paper attempted to signify the
use of formative training evaluation. The authors have carried out a study at three public-sector training institutions to empirically
test the predicted relationship between the training characteristics and formative training evaluation under the Kirkpatrick model
(reaction and learning) . This study explains the causal linkage between components of formative training evaluation, the
mediating role of reaction in the relationships between training characteristics and learning was also investigated. The principal
finding revealed that a set of seven training characteristics explained 59% and 61% variance in reaction and learning respectively.
All training characteristics were found to have a positive impact on reaction and learning except training contents. The study
ISSN 2277- 5846
THE INTERNATIONAL JOURNAL OF MANAGEMENT
Shakila P.
Ph. D,. Research Scholar (Full Time), Department of International Business
School of Management, Pondicherry University, Pondicherry, India
Abstract:
This paper aims to provide a synthetic review of the literature on the training and development. Review of literature justifies
the reason for our research. It demonstrates the topic. It narrates a brief elaboration of prior studies. Prior research will help
us to ensure that we have included all of our major relevant constructs in our study. It talks about the knowledge of our field
which allows us to identify the gap which our research could fill and also strength’s the topic that we chosen for our research.
The literature review will help us to find and select appropriate measurement instruments. The literature review is needed
because it is a necessary skill both for researchers and for practitioners of a profession which claims to be founded on a
knowledge base and also to locate and summarize the findings of research on a given topic not uncritically but assessing the
evidence and for argument to sustain the conclusions. It is also useful to obviate the need for fresh research or to replicate the
study. Polit and Hungler in the year (2001) stated that the term “Literature Review” is often used to cover both the process of
searching for relevant literature and the critical reporting of the literature. Cormack in the year (1991) stated that
“Literature Review” means to systematically read, critically appraise, and then synthesize the material into a coherent,
structured, and logical review of the literature.
Key words: Training and Development, Evaluation and effectiveness of training, Employee’s attitude, Satisfaction
of employees

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concluded with areas of future research emphasizing on linking formative evaluation with summative one i.e. Behavior and
results.
Eugen Rotarescu in the year (2010) has reviewed on the topic “ALTERNATIVE SELECTION UNDER RISK
CONDITIONS IN HUMAN RESOURCES TRAINING AND DEVELOPMENT THROUGH THE APPLICATION OF
THE ESTIMATED MONETARY VALUE AND DECISION TREE ANALYSIS”. The topic in this article is the presentation
in a succinct and applicative manner of several decision making processes and the methods applied to human resources training
and development in environments with risk factors. The decisions have been optimized by the human resources training and
development, the decision makers have readily available with two methods of analysis they are: (1) the decision matrix and (2) the
decision tree method. Both methods compute the alternatives based on the estimated monetary value (EMV). Finally the decision
matrix and the decision tree analyses represent two viable, scalable and easily applicable framework analyses for selecting the
optimum course of action regarding the training and development of human resources. Both analyses generate the same solution
and rely on the accuracy of the expected monetary value (EMV) method calculated for each course alternative action. Of these
two methods, the selected decision method depends on the circumstances, the complexity of the situation and preference of the
decision makers.
Pilar Pineda in the year (2010) has done his research in this topic “EVALUATION OF TRAINING IN ORGANIZATIONS:
A PROPOSAL FOR AN INTEGRATED MODEL” and the author’s purpose of this paper is to present an evaluation model
that has been successfully applied in the Spanish context that integrates all training dimensions and effects, to act as a global tool
for organizations. This model analyses satisfaction, learning, pedagogical aspects, transfer, impact and profitability of training and
is therefore a global model. The author says that training is a key strategy for human resources development and in achieving
organizational objectives. Organizations and public authorities invest large amounts of resources in training, but rarely have the
data to show the results of that investment. Only a few organizations evaluate training in depth due to the difficulty involved and
the lack of valid instruments and viable models. The paper’s approach is theoretical, and the methodology used involves a review
of previous evaluation models and their improvement by comparing their application in practice. The author has also applied the
model successfully in several public and private organizations, in industry and in the services sector, which demonstrates its
usefulness and viability in evaluating the results of training. Therefore, this evaluation model has interesting and practical
implications, as a useful tool for training managers in evaluating training results, as well as providing a global simplified approach
to the complex evaluation function. The originality of this evaluation model lies in its focus on a key and novel aspect – i.e. the
pedagogical dimension, providing an integrated tool that can be easily adapted to any organization.
Cary Cherniss et.al. In the year (2010) has done their research in the topic “PROCESS–DESIGNED TRAINING: A NEW
APPROACH FOR HELPING LEADERS DEVELOP EMOTIONAL AND SOCIAL COMPETENCE” and they have
evaluated the effectiveness of a leadership development program based on International Organization for Standardization (ISO)
principles. The program utilized process-designed training groups to help participants develop emotional and social competence.
The study involved 162 mangers from nine different companies in a random assignment control group design. There were nine
different groups with nine managers in each group. Each group was required to follow the identical process. His results indicated
that after two years the intervention group had improved more than the controls on all Emotional Competence Inventory variables.
The paper offers recommendations for future research on the mechanisms underlying the process-designed group strategy and
contextual factors that optimize results. This paper describes a leadership development strategy that appears to be more
economical and consistent in its delivery than traditional approaches such as workshops or executive coaching. Although ISO
principles are utilized widely in the business world, this is the first study that has used this approach in the design and delivery of
management development.
Thomas Andersson in the year (2010) has done his research in the topic “STRUGGLES OF MANAGERIAL BEING AND
BECOMING (Experiences from manager’s personal development training)” and has reviewed this paper to investigate the
struggles of managerial identity in relation to the process of becoming/being a manager, and the personal conflicts involved within
this process. Management training tends to be based on the idea that management concerns the acquisition of competencies,
techniques and personal awareness, while managerial practice is more fluid and contextually based. There is a challenge for
organizers of all types of management training to bridge gap between a fixed idea of what is to be a manger and how management
is actually practiced. The methodology used in this paper is a qualitative longitudinal project. The longitudinal and in-depth
qualitative approach facilities an important contribution to understanding issues in developing a managerial ability. On the whole
62 interviews and eight half-day observations were conducted. The study focuses on only five managers in two organizations.
This small sample limits the generalisability of the research. Finally the study puts emphasis on the role of management training in
providing templates for “how to be a manger”, but it also illustrates the double-edged and complex role played by context in
managerial being and becoming.
David Mc Guire and Mammed Bagher in the year (2010) has done their research in the topic “DIVERSITY TRAINING IN
ORGANIZATIONS: AN INTRODUCTION” and has reviewed the literature on diversity training and examine the effect of
power, privilege and politics of diversity in organizations. This is a conceptual paper examining the arguments in favor and
against diversity training in organizations. It identifies the presence of dominant groups in society leading to the marginalization

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and oppression of minority diverse groups. Diversity training has a significant role to play in fostering greater equality, inclusion
and fairness in the workplace. Critically, it can help diverse individuals and communities recoup important aspects of their identity
and enjoy productive fulfilling careers in the workplace. Diversity fosters a new outlook in organizations through capitalizing on
the perspectives of all employees and giving voice to silenced minorities. It promotes greater understanding, communication and
the integration of different worldviews in decision making and problem solving. To embed diversity effectively in organizations
requires leadership by senior management and a realization that diversity will improve performance metrics, rather than simply
being a socially desirable ideal. It involves recognizing that promoting diversity and an inclusive culture is a shared responsibility
and is not solely the preserve of diversity advocates or HR departments. Finally the author says that as globalization effects
increase and the participation of diverse groups in the workplace grows, there is a clear need in the field of Human Resource
Development (HRD) to commit to promoting the cause of diversity. Diversity needs to become a priority item on the HRD agenda
through embedding diversity into the curricula of HRD programs.
Franco Gandolfi in the year (2009) has done his research in the topic “TRAINING AND DEVELOPMENT IN AN ERA OF
DOWNSIZING” and he has analyzed that downsizing as a restructuring strategy which has been actively implemented for the
last three decades. While employee reductions were utilized mainly in response to crises prior to the mid 1980s, downsizing
developed into a fully-fledged managerial strategy for tens of thousands of companies in the mid to late 1980s. Since then,
downsizing has transformed the international corporate landscape and affected the lives of hundreds of millions of individuals
around the world. While the overall effects of downsizing have been widely reported, many misconceptions surrounding the
concept of downsizing have remained. This conceptual paper focuses on the role of training and development (T&D) during the
downsizing process. In particular, the research depicts the current body of literature associated with the function of HR and its
plans, programs, and policies that firms adopting downsizing must provide to their surviving workforces. Finally, this paper offers
concluding comments regarding effective downsizing practices that have emerged in the literature.
Cody Cox. B in the year (2009) has done his research in the topic “THE MODERATING EFFECT OF INDIVIDUAL
DIFFERENCES ON THE RELATIONSHIP BETWEEN THE FRAMING OF TRAINING AND INTEREST IN
TRAINING” and has reviewed that the moderating effect of individual differences in the relationship between framing training
was examined for technical and nontechnical content areas. Participants were 109 working age adults (Mean age 38.14 years, SD
12.20 years). Self-efficacy and goal orientation were examined as moderators. Results showed a three-way interaction between
performance orientation (a dimension of goal orientation reflecting the desire to demonstrate competence in an achievement
setting), age, and frame for technical training and a three-way interaction between performance orientation, self-efficacy, and
frame for nontechnical training. Implications for future research as well as framing training to enhance interest are discussed.
David Pollitt in the year (2009) has done his research in the topic “TRAINING TEAM SHINES AT AXA SUN LIFE (Staff
development adapts to economic downturn)” and he has reviewed that in the fiercely competitive, tightly regulated financial-
services sector, customer-facing staff must be trained to sell the right product at the right time in a way that is fair to all. AXA sun
life provides pension and investment advice and products to millions of individuals and businesses through two UK building
societies – Britannia and Birmingham Midshires. Ensuring that its 200 employees have up-to-date skills and knowledge falls to
regulated-sales training manager Paul Ingleby and his team of four, who operate from AXA’s Coventry head office. We have
robust testing and assessment processes for every program and every delegate. This extends to the trainers, who also go through
an annual process to ensure that they have the product knowledge themselves, as well as the skills to deliver it. A huge amount of
experience resides within the team, both as trainers and, formerly as advisors. Feedback suggests that enhanced training
proficiency is being translated into improved skills within the business.
David Pollitt in the year (2009) has done his research in the topic “THOMSON REUTERS MAPS NEW RELATIONSHIPS
IN LEARNING AND COLLABORATION (Software helps companies to keep track of various threads and aspects of
training)” and says that information is the lifeblood of business, the economy and most aspects of society, from health care to
legal affairs and scientific investigation to the chat by the coffee machine. Thomson Reuters is an important source of information
and news for businesses and other organizations around the globe. Mind mapping is a graphical technique for visualizing
processes and projects using a structure that places an objective as a central image. Mind mapping plays a central role in every
aspect of our learning and development work, from the needs analysis to brainstorming around course development and delivery,
through data capture and performance charting. Hence with such heavy use of mind maps across the organization, one of the
training requirements that Charles Jennings has to meet is the demand for training on the use of Mindjet products. This is largely
met by access to the company’s own web-based tutorials, training centers or courses provided by authorized training partners,
often specializing in particular areas of application.
David Pollitt in the year (2009) has done his research in the topic “SOUTHERN COACHES MANAGERS IN A BETTER
WAY OF WORKING (Training and development help rail company to improve organizational culture and
performance)” and has said that managers at a UK train operator have become role models for their employees, who now have
more power to take direct responsibility and reach their full potential. The change has taken place following a management-
development program at train operator Southern, working with coaching and training company Buonacorsi Consulting. The
program has so far reached 300 managers, including the managing director Chris Burchell. Some 20 managers, from different

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areas of the business, take part in each annual program. This comprises a mixture of group-learning days, 360-degree feedback,
personal development, coaching techniques and written assignments. It has evolved through feedback from a cross-functional
steering group and other input from the business. The 360-degree feedback provides evidence of progress in coaching skills.
Hence, the written assignments take the form of implementation plans for coaching in each manager’s own area of work.
D.A. Olaniyan and Lucas. B. Ojo in the year (2008) has done their research in the topic “STAFF TRAINING AND
DEVELOPMENT: A VITAL TOOL FOR ORGANIZATIONAL EFFECTIVENESS” and has reviewed that this paper is
based on staff training and development. This paper is basically a conceptual paper. The author says that the need for improved
productivity has become universally accepted and that it depends on efficient and effective training is not less apparent. It has
further become necessary in view of advancement in the modern world to invest in training. Thus the role played by staff training
and development can no longer be over-emphasized. Staff training and development are based on the premise that staff skills need
to be improved for organizations to grow. Training is a systematic development of knowledge, skills and attitudes required by
employees to perform adequately on a given task or job. New entrants into organizations have various skills, though not all are
relevant to organizational needs. Training and development are required for staff to enable them work towards taking the
organization to its expected destination. However, for any organization to succeed, training and re-training of all staff in the form
of workshops, conferences and seminars should be vigorously pursued and made compulsory. Finally this paper addresses that it
is against the backdrop of the relative importance of staff training and development in relation to organizational effectiveness.
David Pollitt in the year (2008) has done his research in the topic “TRAINING RESTORES PRIDE AMONG CUSTOMER-
SERVICE STAFF AT JOHNSONS APPARELMASTER (Project highlights path to significant and lasting change)” and
he has done a review in a training initiative helped to boost customer service and improve customer relations at a large UK work
wear-rental supplier, despite difficult trading conditions across its sector. The author says that the training targeted staff who could
contribute most to the improvements. These included line managers and office and field-based customer-service teams. Each
group was given a clear set of performance-improvement objectives for the training. Improvements would be monitored through
assessment by the trainer during individual IT training, coaching during individual training, discussion and questioning during
group sessions, delegate feedback as part of the format review process, system analysis of new procedures being put into practice,
and monitoring of business improvements.
David Pollitt in the year (2008) has done his research in the topic “WYPS CUTS STRESS-RELATED ILLNESS
(Individualized training helps managers become better supervisors)” and he has analyzed that employee absence fell so
dramatically after managers were trained to become better supervisors that “it was like adding eight or nine new employees when
considering the increase in efficiencies,” according to the HR manager at West Yorkshire Probation Service (WYPS), LAN
Brandwood. He explains that the probation service in West Yorkshire, UK, had been promoting great caseworkers to managerial
posts for some time, but these people were not necessarily equipped to handle the demands and strains of this new kind of
position. Finally, the author says that the managers have the self-assurance to manage their people firmly, fairly and effectively,
avoiding the cost and aggravation of a costly and protracted employment tribunal.
David Pollitt in the year (2008) has done his research in the topic “TRAINING ACCOUNTS FOR BIG IMPROVEMENTS
AT FAIRBAIRN PRIVATE BANK (Bespoke program blends internal and external expertise)” and he has reviewed that a
bank “shop window” – its customer-service center (CSC) was transformed by a training initiative that changed staff attitudes and
behavior and embedded a new client-centered approach in the organizational culture. At the end of 1999, Fairbairn Private Bank
(FPB) introduced a five-year program of change, with a strong training focus. The principal aims were to improve employee
morale, make better use of new technology and, above all, “to service clients better than any other financial-services
organization”. The training has enabled FPB to exceed targets for reducing serious justified complaints, financial errors and
account closures. Dramatic reductions have been seen across all these new areas and accounts are being opened at a rate almost
twice that seen in 1999. The training has also enabled new standards of service to be introduced: 98 percent of calls are now
answered within three rings and only .2 percent of calls are missed. A client survey has shown that 98 percent of respondents are
more than satisfied with the standard of service, and 99 percent with the speed of answering telephones. Finally, the customer
service center (CSC) has evolved into a center of excellence, setting very high standards of service undoubtedly because of the
bespoke angle of the training program.
David Pollitt in the year (2008) has done his research in the topic “MITIE’S REAL APPRENTICES EARN REAL JOBS
(Training links the company’s needs with those of the community)” and he says that a service business that was undertaking a
recruitment program, using the East London Business Alliance (ELBA) as a channel to recruit from public-sector job brokerages
in east London, was frustrated with the amount of time wasted interviewing unsuitable candidates and training employees who
failed their probation period. MITIE’s business-services business provides mail, distribution and support services such as
reception, switchboard and Reprographics to such blue-chip organizations as Merrill Lynch, Linklaters, Morgan Stanley and the
London Stock Exchange. It operates the real-apprentice scheme as a ten-week in-depth training program to give the learners the
technical skills to be a basic reprographic operator and the soft skills to work on a corporate site. MITIE then hosted an induction
day, where the apprentices were given an introduction to health and safety, manual handling and customer service, and
presentations on what MITIE expected from them during the course. MITIE was awarded Morgan Stanley’s Local Community

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Initiative Award for Employment in recognition of the scheme. ELBA also created a new award – the Employment Program
Supporter of the year – which MITIE was the first company to win.
David Pollitt in the year (2008) has done his research in the topic “A-PLANT MAKES THE GRADE THROUGH
TARGETED TRAINING (Hire firm transforms attitudes to people development)” and he says that a carefully planned
training initiative has helped a UK hire company to improve customer service and profitability, promote more of its own
employees to managerial posts and slash employee turnover by 18 percent. Ashtead Plant Hire Company Ltd (A-Plant), which
employs more than 2000 people at more than 200 “profit centers” across the UK, rents a wide range of equipment, from power
tools to excavators and compressors. Each profit center, run by profit-center manager, includes rental managers, fitters and
drivers, along with a foreman/workshop manager. Most Management Training Scheme (MTS) training is delivered on-the-job, in
selected profit centers, under the guidance of specifically trained profit-center managers, otherwise known as sponsor managers.
Trainees are given a logbook of the knowledge and skills they need to become an effective profit-center manager. The logbook
enables trainees to identify their current competence, work with their sponsor managers and center learns to address learning
needs, take responsibility for their own development and learn at their own speed. So far, more than 200 people have been trained
throughout the UK and the business has been transformed. Management training is providing a clear development path for staff
and supplying the business with future managers.
Chu-Mei Liu in the year (2007) has done his research in this topic “THE EARLY EMPLOYMENT INFLUENCES OF
SALES REPRESENTATIVES ON THE DEVELOPMENT OF ORGANIZATIONAL COMMITMENT” and reviewed that
this paper aims to assess the status of the organizational commitment construct and introduce a new way of looking at
organizational commitment – especially in the early stages of employment, wherein the target company to be having problems.
The methodology of this paper is to find out the change in organizational commitment and it is measured at two points in the early
employment of new salespersons in order to isolate the effects of early employment exposure of the medical representatives, a
period of 18-month when attrition of new employees is high. The author’s finding is that training satisfaction and perceived
reward equity were the only antecedent factors that showed a significant positive relationship with organizational commitment.
Managerial commitment showed positive contribution, the relationship was not significant. All the three antecedents significantly
contributed to organizational commitment.
Anupama Narayan and Debra Steele-Johnson in the year (2007) has done a review in this topic “RELATIONSHIPS
BETWEEN PRIOR EXPERIENCE OF TRAINING, GENDER, GOAL ORIENTATION AND TRAINING
ATTITUDES” and some of the authors have said that in today’s organizations, rapid changes, an increasingly diverse workforce
and competitive business environments characterize the work (Cascio, 1998; Goldstein, 2002; Smith et. al 1997). Employee’s
development, and more specifically training, can help individuals and organizations work more effectively adapt to the changing
environment and achieve individual and organizational goals (kindsley, 1998). The participants were 174 undergraduate students
from a Midwestern university. Participation in the study was voluntary and participants received extra credit points that could be
applied to their course grade. So total 165 participants were taken for the analysis (men, and = 71; women, and = 94) with a mean
age of 20.5 years (SD = 3.14). Hence, results from regression analysis indicated that mastery-approach goal orientation had a
beneficial effect on training attitudes of men but not for women.
Shreya Sarkar-Barney in the year (2004) has done her research in the topic “THE ROLE OF NATIONAL CULTURE IN
ENHANCING TRAINING EFFECTIVENESS: A FRAMEWORK” and has evaluated the focus of global training has
primarily been on preparing employees to work effectively in other cultures, such as in expatriate training, acculturation training,
and training for technology transfer. One issue that has been ignored is the implication of using training systems that are
developed in a specific context and then deployed globally. This paper proposes a framework to show the influence of culture on
are aspect of training effectiveness, the transfer of newly learned skills to the job. Specific relationships are proposed, using
Baldwin and Ford’s (1988) transfer of the training framework as a guide, and also by synthesizing findings from areas such as
cross-cultural psychology, Human resource management, and education and Technology management. Schwartz’s scale has been
used for the study. The population of the study is (N= 44,000) from 54 nations. Finally, the goal of this paper was to present a
framework that considers the influence of culture on Transfer of Training (TOT). Finally he says that by combining information
about a country’s culture value score and the relationships proposed by the framework, practitioners can make more informed
decisions about ways of adapting their training systems to meet the needs of any particular culture in which training is to be
conducted.
Martin Mulder in the year (2001) has done his research in the topic “CUSTOMER SATISFACTION WITH TRAINING
PROGRAMS” and he has contributed a model of evaluation of customer satisfaction about training programs. The model is
developed and implemented for an association of training companies. The evaluation has been conducted by an independent
organization to enhance the trustworthiness of the evaluation results. The model is aimed at determining the quality of training
programs as perceived by project managers from the organizations that purchased in company training programs from the train
companies. Reliability research showed satisfying results. The model is based on the methodology in effectiveness research, and
the data were used to test a model of training effectiveness. The results show that this model is confirmed for two categories of
projects: projects that were aimed at achieving learning results and changed job performance respectively. The model does not fit

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for projects aimed at supporting organizational change. Finally the author says that new advancements in human resource
development should be included in evaluating the effectiveness of training programs.
John Wilson. P and Steven Western in the year (2000) has done their research in the topic “PERFORMANCE APPRAISAL:
AN OBSTACLE TO TRAINING AND DEVELOPMENT?” And they have reviewed that in this article the term “performance
appraisal” generally meant for the annual interview that takes place between the manager and the employee to discuss the
individual's job performance during the previous 12 months and the compilation of action plans to encourage improved
performance. Performance appraisal is part of the larger process of performance management. Marchington and Wilkinson in the
year 1996 describe it as a cyclical process: determining performance expectations; supporting performance; reviewing and
appraising performance; and finally managing performance standards. The research was conducted in a medium-sized
independent hospital which is part of a large health care company that has 26 acute hospitals and a number of psychiatric units
throughout the UK. A variety of research methods were used, including a questionnaire, semi-structured interview and a review of
training records. A questionnaire was sent to 110 members of staff and 74 were returned. From these a pilot study was then
conducted with ten members of staff who were not to be interviewed in the main survey. The findings indicated that the majority
of training and development plans were directly related to the requirements of the job and only a small proportion were involved
with general personal development. Most plans were related to short-term job requirements and few were concerned with long-
term development and advancement.
John Loan-Clarke et.al in the year (1999) has done their research in the topic “INVESTMENT IN MANAGEMENT
TRAINING AND DEVELOPMENT BY SMALL BUSINESSES” Management Training and Development (MTD) in small
businesses is relatively under-researched and an increased understanding of the factors influencing the purchase of MTD of small
businesses is needed. Hence, a survey of 551 small businesses in the Midlands region of the UK sought to identify influences on
MTD investment and preferred MTD activities and to establish whether small businesses perceive a link between investment in
MTD and business success. Interviews were also conducted with 12 organizations. Results show that the organizational
characteristics of ownership, size, number of managers and family management have a significant influence on MTD investment.
Out of the sample organizations, 85 percent considered investment in MTD to be linked to business success and 80 percent of
organizations engaged in some form of MTD. However, promoters of MTD of small businesses need to recognize that
organizations in this sector are not homogenous and desire customized training.
Premila Seth in the year (1980) has done her research in the topic “MANAGEMENT TRAINING AND DEVELOPMENT:
A CRITIQUE” and she has reviewed that development of high quality managerial manpower in the country is considered
essential for copying with the rapidly changing industrial scene. This has led to expansion in the number of training activities and
institutions. The author feels that it is time that the training and development practitioners closely examine whether the expansion
is matching the qualitative requirements of our changing environment. The author also feels that is important that the training
institutions recognize the intimate relationship between management training philosophy, principles and practices for establishing
rational, goal – directed development policies, failing which they may lead to overzealous of training panaceas, preoccupation
with routine patterns, and neglect of overall objectives.
Greenberg, D. H. In the year (1969) has done his research in the topic “EMPLOYERS AND MANPOWER TRAINING
PROGRAMS” and he says that this paper covers system analysis as applied to manpower programs, with a view towards
developing a rational, comprehensive basis for evaluating ongoing and proposed programs, and providing guidance for the design
of future programs. The memorandum utilizes data collected directly from the personnel files of 16 companies which hired
graduates from four manpower training programs.
Jaffee, Cabot. L in the year (1969) has done his research in the topic “DIAGNOSE BEFORE TRAINING” and he has done a
detailed summary of the strengths and weaknesses of candidates in line for promotion can be evaluated to determine the type of
training mutually beneficial to the individual and to the company. Such an approach is said to be superior to a general course
designed to cover broad topics such as communication, motivation, and leadership in that pertinent information about the trainees
available in other parts of the firm may be overlooked. The author recommends that integrating all available information about an
individual, then giving him differential treatment depending on how his strengths and weaknesses line up in an efficient way. This
approach is said to be somewhat more expensive, but also more worthwhile and efficient because of its integrative approach.
Fox, Wayne. L et.al., In the year (1969) has done his research in the topic “APTITUDE LEVEL AND THE ACQUISITION
OF SKILLS AND KNOWLEDGE IN A VARIETY OF MILITARY TRAINING TASKS” and has reviewed that assessing
the effects of wide differences in aptitude on the acquisition of military knowledge’s and skills, a sample of 183 Army recruits
was divided into three maximally distant aptitude groups on the basis of their AFQT scores: High aptitude AFQT 90-99, Middle
aptitude AFQT 45-55, Low aptitude AFQT 10-21. Each recruit was individually trained to a performance criterion in differing
combinations of a battery of eight tasks representative of Army training. A variety of supplementary psychometric, scholastic
achievement, and BCT attainment data were analyzed. The results were consistent in demonstrating large differences related to
aptitude. As groups, high aptitude individuals excelled, low aptitude individuals did poorly, and middle aptitude groups fell in an
intermediate range of all measures.

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Ammerman, Harry. L in the year (1966) has done his research in the topic “DEVELOPMENT OF PROCEDURES FOR
DERIVING TRAINING OBJECTIVES FOR JUNIOR OFFICER JOBS” and he has evaluated that research was undertaken
to develop a systematic method that could be used by service school personnel to prepare job-oriented training objectives for
junior officers, primarily in the form of behavioral statements of student performance expected after training. The procedures
developed are divided into four phases. They are: A- Listing of all tasks for a job; B- Selecting tasks for some formal training; C-
Identifying the knowledges and skills necessary for the selected training aspects. The procedures included administration of
experimental questionnaires, both by personal interview and by mail, reviews of pertinent directives and publications, and visits to
field units. As the procedures were developed, they were tried out on a sample officer job (Nike Hercules Fire Control Platoon
Leader). In the trial application, a task inventory of 452 items provided the basis for choosing, by use of definite selection rules,
101 job activities (22%) for some formal schooling; of 160 training objectives stated for those activities, 46 were performed-type
objectives for which detailed activity descriptions were required.
2. Conclusion
Although experts have expressed great concern about the lack of optimum utilization of management training and development
resources, they have made hardly any effort in finding ways and means of improving it. According to B. R. Virmani and Premila
Seth (1985) studies say that attempts have been no doubt made in the past to study the overall impact of management training
program but none of the prior studies in India have tried to integrate the findings with a view to identify the training program that
fit with the needs of the trainees. The study conducted by Muhammad Zahid Iqbal et. al (2011) studies says that the the most
influencing training characteristics was training method followed by training management, training objectives, training
environment, and trainer whereas for learning, the greatest variation was also explained by training methods but followed by
trainer, training management, training environment, and training material. The study conducted by Pilar Pineda (2010) says that
only a few organizations evaluate training in depth due to the difficulty involved and the lack of valid instruments and viable
models. David Mc Guire and Mammed Bagher (2010) says that Diversity training has a significant role to play in fostering greater
equality, inclusion and fairness in the workplace. Finally they say that as globalization effects increase and the participation of
diverse groups in the workplace grows, there is a clear need in the field of Human Resource Development (HRD) to commit to
promoting the cause of diversity. Diversity needs to become a priority item on the HRD agenda through embedding diversity into
the curricula of HRD programs. John Wilson. P and Steven Western (2000) have conducted a study and found out that the
majority of training and development plans were directly related to the requirements of the job and only a small proportion were
involved with general personal development. Bureau of Social Science Research (1968) says that most important in training
programs are an experienced director, a planning phase, highly motivated staff, good public relations and adequate facilities.
Hence it has been concluded that the new advancements in Human Resource Development should be included in evaluating the
effectiveness of training programs. Many specialists from other countries engaged in training and development, have tried to
evolve different methods of assessing the effectiveness of training programs. Therefore, Training programs are very much
essential for employees for further development of their career. The prior studies above have been concentrated on the topics of
various aspects like training effectiveness, training evaluation, training projects, customer satisfaction, management training and
development, goal orientation and training attitudes. Future researchers shall concentrate on the evaluation of training and
development program with respect to middle level employees alone.
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