I would highly recommend that we do away with references,( for an annotated ppr) i:e if she had not asked for the same.thanks a lotwaiting for your input/opinion

Running head: TRAINING AND DEVELOPMENT

Training and Development:
An Annotated Bibliography
Student’s name
Course:
Date

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TRAINING AND DEVELOPMENT
Training and development
Introduction
Employee Training is an integral part of the Human resource management activity. The turn of
events in the last century has seen more organizations focus on the same, initiating training
programs, training hours, keeping in mind that technology advancement is changing the
workforce at a fast rate. Additionally, for an organization to maintain a competitive edge in this
competitive era, it must invest in training and development of its employees. This is the reason
why human resource training has become a radical discipline in both management schools and
the real word workplace.
Training and development are viewed as a structured program implemented with an
attempt to improve the current employee performance for quality output from the employees.
The programs aim at updating the current employee skills and knowledge in accordance with the
changing environment. Some of the activities that a training and development program may
constitute depending on the nature of the organization include; training for supervisors, and
managers; multi-rater feedback system (360 reviews); career coaching; harassment prevention
training; communication skills; operations optimization; customer service training.
Traditional and Modern Approach of Training and Development
Mellam, & Albert, C. (2015). The effects of traditional and modern human resource management
approaches on employee performance in business organizations in Papua New Guinea.
Universal Journal of Management, 3(10), 389-394.
While Mellam and Albert focused on the employee performance in the new Guinea, they
considered the training and development approaches among various HR departments in different

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TRAINING AND DEVELOPMENT
fields. On the traditional approach, the study presented an argument that most organizations
before never viewed employee training as a good idea, especially if required facilitating the
process using the firm’s resources. They were holding the myth that managers are born, not
made and therefore there cannot be changes on their skills. This deemed the employees to
naturally fit the “profile,” and if they failed to do so through poor performance, they would be
demoted, fined, or sucked. There was a view that training did not meet the utilitarianism profile
as it was viewed to be very expen...