Fundamentals of Management, 8th ed

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Part 3: Organizing

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Training and Development

In HRM,

training

usually refers to teaching operational or technical employees how to do

the job for which they were hired.

Development

refers to teaching managers and profes-

sionals the skills needed for both present and future jobs. Most organizations provide reg-

ular training and development programs for managers and employees. For example, IBM

spends more than $700 million annually on programs and has a vice president in charge

of employee education. U.S. businesses spend more than $125 billion annually on training

and development programs away from the workplace. And this figure does not include

wages and benefits paid to employees while they are participating in such programs.

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