HUMAN RESOURCE LEARNING AND DEVELOPMENT

Chapter - 1:

Introduction to Human Resource Learning and Development

Shyamal Gomes
Introduction:

An organization is a structured group of people working together to achieve a common goal

in a specific manner. These goals can be economic, social, educational, or other in nature.
Organizations can take various forms, such as businesses, government agencies, non-profits,
schools, or religious institutions etc. In essence, an organization combines human, financial,
and material resources through a formal structure and defined roles to coordinate actions
and achieve objectives. There are the three key characteristics that define an organization:
A. Defined Goals and Objectives (PURPOSE)
 Every organization has specific goals it aims to achieve (e.g., making profits,
delivering services, solving social issues).
 Organizations operate based on established policies, procedures, and rules to
guide behavior and ensure consistency.
B. Structured and Coordinated Activities (STRUCTURE)
 Tasks and responsibilities are divided among members to ensure efficiency
and clarity in operations.
 A clear chain of command, with decision-making authority distributed across
different levels of management
 Effective internal and external communication channels are essential for
coordination and information flow.
C. Human Resource / Workforce (PEOPLE)
 The most essential element - People carry out the organization’s tasks and
bring it to life.
From the above definition it is clear that organization ultimately a social unit formed by
people, run or manage by people and sustain it for a greater cause in environment and
ecology by the people. Therefore as a student of Management, we must understand the
three basic philosophies:

1) What is Human Resource Management?

2) What is Human Resource Development?
3) How ordinary people become a resource as well as a capital in an organization
(Learning & Development)?

As we all know HR is a person having full of potentials to serve for others as an effective
Change Agent. HR Management is an art of acquiring, maintaining, motivating and
developing people. According to K. Ashwathappa, “HRM refers to the application of
Management Principles to Management of PEOPLE in an Organization”. The major functions
of HRM are:

 Manpower Planning
 Employee Hiring – Recruitment and Selection
 Training & Development
 Performance Review
 Safety & Health (Employee Wellbeing)
 Industrial Relations
 Compensation
 Employee Relations for Managing Change
But most important function of HRM is to “building and managing of Human Capital”.
Human Capital refers to the stock of employee skills, knowledge and capabilities that may
not show up in a Balance sheet but have significantly impact on a firm’s PERFORMANCE

Now the question comes what is Human Resource Development (HRD), then? HRD is a
process of enhancing the capabilities, skills, knowledge, and overall potential of employees
within an organization. It focuses on developing the competencies of individuals to improve
their performance and contribute to organizational success. HRD is not limited to training; it
includes a wide range of activities like career development, performance appraisal,
coaching, and succession planning. Therefore, HRD is a subset of HRM focusing on
improving employees skills & capabilities through Training, Career Development,
Performance Improvement in an Organization means HRD is a strategic & continuous
process aimed at developing HUMAN CAPITAL to meet current & future Organizational
challenges.

Scope of HRD: The scope of HRD is broad and encompasses multiple domains, including:
 Training and Development: Skill enhancement and knowledge building.
 Career Planning and Development: Helping employees plan and progress in their
careers.
 Performance Management: Setting goals, appraising performance, and providing
feedback.
 Organizational Development: Enhancing the effectiveness and health of the
organization.
 Talent Management: Identifying and nurturing high-potential employees.
 Employee Engagement and Motivation: Creating an environment that motivates
employees to perform well.
Objectives of HRD: The primary objectives of HRD are:

 Developing Skills and Knowledge: To ensure employees are competent and up to

date.
 Improving Performance: Enhancing individual and organizational productivity.
 Promoting Career Growth: Facilitating opportunities for personal and professional
advancement.
  Building a Learning Culture: Encouraging continuous improvement and innovation.
 Enhancing Job Satisfaction: Creating meaningful and fulfilling work experiences.
 Succession Planning: Preparing future leaders by grooming talent internally.
 Adapting to Change: Helping employees adjust to technological and organizational
changes.

Functions of HRD: HRD performs several vital functions within an organization, such as:

Function Description
Organizing learning programs to enhance employee
1) Training and Development
capabilities.
Assessing employee performance to guide
2) Performance Appraisal
improvement.
Assisting employees in setting career goals and
3) Career Development
mapping growth paths.
4) Organizational Initiating change to improve the organization's health
Development and effectiveness.
Providing ongoing support to develop leadership and
5) Coaching and Mentoring
other competencies.
Ensuring employee well-being through support
6) Employee Welfare
programs.
Identifying and preparing future leaders within the
7) Succession Planning
organization.

Therefore, HRD is a strategic and continuous process aimed at developing human capital to
meet current and future organizational challenges. By aligning employee growth with
organizational goals, HRD fosters a productive, engaged, and adaptive workforce. Though,
Human Resource Development (HRD) and Human Resource Management (HRM) are closely
related concepts within the field of managing people in organizations, but they have
different scopes and focuses. Here's a clear comparison:

Human Resource Management Human Resource Development

Aspect
(HRM) (HRD)
Strategic approach to managing Subset of HRM focusing on
Definition
people and workplace culture improving skills and capabilities
Administrative functions: hiring, Training, career development,
Focus
payroll, compliance performance improvement
Broader – includes HR planning, Narrower – focuses on learning
Scope
recruitment, compensation and development
Efficient workforce management Enhancing employee growth and
Primary Objective
and legal compliance organizational effectiveness
 Human Resource Management Human Resource Development
Aspect
(HRM) (HRD)
Recruitment, selection, Training, mentoring, coaching,
Functions/Activities
compensation, labor relations organizational development
Approach Reactive and operational Proactive and developmental
Short-term (e.g., filling vacancies, Long-term (e.g., succession
Time Orientation
resolving conflicts) planning, career paths)
Individuals or groups identified for
Target Audience Entire workforce
development
Organizational efficiency and Employee potential maximization
Outcome
workforce stability and learning culture

Challenges in HRM & HRD

1. Rapid Technological Change

o Keeping employees' skills up to date with AI, automation, and digital tools.
o Need for continuous learning and reskilling.
2. Remote and Hybrid Workforces
o Adapting training methods for remote employees.
o Maintaining engagement and collaboration across locations.
3. Skills Gap and Talent Shortage
o Difficulty finding and developing talent with the right skillsets.
o Misalignment between educational outcomes and job requirements.
4. Employee Engagement and Retention
o High turnover and burnout, especially among younger generations.
o Creating meaningful development paths to retain talent.
5. Diversity, Equity, and Inclusion (DEI)
o Ensuring fair opportunities for all employees.
o Training to mitigate unconscious bias and promote inclusive workplaces.
6. Measuring Training Effectiveness
o Difficulty in quantifying the ROI of learning and development (L&D)
initiatives.
o Need for better metrics and analytics.
7. Generational Differences
o Managing and training a multigenerational workforce with different learning
styles and expectations.

Alternative: “Creating a Learning Organization” by CPMF model:

1) Create Data Driven HRD Climate: Using analytics to identify skill gaps, track progress
& Improve TOL
2) Plan for continuous up-skilling and re-skilling initiatives through customized training
plans, using data analytics & AI.
3) Measure continuously the improvement of EI, Leadership, communication and
adaptability.
 4) Focus employee engagement with behevioural and technical sessions to build
learning culture quickly and effectively.

Learning Organization:

Learning organizations are those giving highest priority on Continuous Learning &
development through Adaptability, Knowledge sharing, Innovation and Employee
Empowerment at every level. The most important examples of Learning organizations are
WIPRO, COCA-COLA, AMAZON, GOOGLE and others.

The term, learning and development, encompasses any professional development a

business provides to its employees. It is considered to be a core area of human resources
management, and also be referred to as training and development, learning and
performance, or Talent Development (TD). Learning and development (L&D) is a HRD
function within an organization that is responsible for empowering employees’ growth and
developing their knowledge, skills, and capabilities to drive better business performance.

Research found that the knowledge, skills, and attitudes (KSAs) of effective talent
development professionals, at every level of their career, fell into three major domains of
practices:

a) Building Personal / Individual Capability, b) Developing Professional Capability, and c)

Impacting Organizational Capability by Creating L & D Strategy, defining the Jobs for the L&D
Professional and finally and the role of the L&D function has evolved to meet the demands
of digital transformation and a modern workforce.

Human Resource Management refers to the policies, practices and systems that influence
employees’ behavior, attitudes and performance. Human Resource Development in HRM,
practices a key role in attracting, motivating, rewarding and retaining employees through
skill up-gradation and performance enhancement. Here the continuous training and learning
comes in the picture. There is no limit for Learning and learning is the outcome of Training.
Because of long term effectiveness, therefore, the training must play a strategic role in
supporting the business today, tomorrow and day after tomorrow. The process is very vast
and important, currently considered as “Strategic HRD”.

Strategic HRD involves introducing, eliminating, modifying, directing and guiding processes
in such a way that all individuals and teams are equipped with the skills, knowledge and
competencies they require undertaking current and future tasks required by the
organization (Walton, 1999). Means – a Long term planning and Investment (Armstrong
2006).

Elements of Strategic HRD

Education: Education is a continuous development of knowledge, values and understanding

required in all aspects of life rather than the knowledge & skills relating to particular area of
activity (Armstrong, 2006). Continuous geared towards intermediate changes in individual
capabilities. Education starts from day one in our life.

Learning: a relatively permanent change in behavior that occurring as a result of practice or

experience (Bass & Vaugham, 1966). The term ‘learning’ relates to the development of
human potential (DHP), especially in the managerial cadres for greater productivity. In other
words, it is ‘optimization of human values’ and Training is the only tool of Learning and
Development that makes an individual more effective and efficient in terms of creating
values, behaviour, ethics, progressive action, communication and thoughts.

Training: Planned and systematic modification of behaviour through learning events

programmes and instructions that enable individuals to achieve the levels of knowledge,
skill and competence needed to carry out their work effectively (Armstrong, 2006).

Development: a process of enlarging people's freedoms and opportunities and improving

their Knowledge domain to think and achieve big for self and others. Development refers to
those learning opportunities designed to help employees grow. Development is not
primarily skill-oriented. Instead, it provides general knowledge and attitudes which is helpful
to employees in higher positions. Efforts towards development often depend on personal
drive and ambition. Development activities, such as those supplied by management
development programmes, are generally voluntary.

To bring the distinction among training, education, learning and development into sharp
focus, it may be stated that:

 Training is offered to operatives, whereas learning and developmental programmes

are meant for employee’s growth towards higher positions. Education, however is
common to all the employees, their grades notwithstanding.
 Training is the giving of information and knowledge, through speech, the written
word or other methods of demonstration in a manner that instructs the trainee
whereas Learning is the process of absorbing that information in order to increase
technical and non-technical skills and abilities and make use of it under a variety of
contexts. So, training is the key to LEARNING and DEVELOPMENT.

Therefore the term, learning and development, encompasses any professional development
a business provides to its employees. It is considered to be a core area of human resources
management, and also be referred to as training and development, learning and
performance, or Talent Development (TD).

(L&D) is also an HR function within an organization that is responsible for empowering

employees’ growth and developing their knowledge, skills, and capabilities to drive better
business performance. Learning and development is a systematic process to enhance an
employee’s skills, knowledge, and competency, resulting in better performance in a work
setting.
Objectives of L& D :

 Building Employee Competency for Superior Performance

 Employee Engagement , Morale and Retention
 High Productivity and Employee Happiness
 Foster Innovation and & Adaptability
 Succession Planning, Leadership Role in a crisis situation.
 Establish in house experts for MDP and EDP and customize the training for other
Org.
 Establish organization a GPW (Great Place to Work)

How Learning and Development?

The function may be organized centrally, either independently or sitting under human
resources (HR); decentralized throughout different business units; or be a hybrid
(sometimes referred to as federated) structure.

Onboarding and new hire programs, career development, ongoing training, corporate
universities, leadership development programs, skills training, talent strategy and
management, and required courses such as compliance training, mid-career programme etc.
are all initiatives a learning and development team or department might provide. Ultimately
a career management approach through which employees:

 Become aware of their own interests, values, strengths, and weaknesses,

 Get information about job opportunities within or outside of the company

 Identify career goals through apprenticeship, job analysis, job sharing, job
enlargement and job rotation.

 Establish action plans to achieve career goals with the help of mentors.

Attend learning exercises (online training, on the job or off the job training, MDP, EDP,
Madhyama-1,2, etc) and enhance performance , personality and leadership in the existing
role or new higher role in the organization or else.

The Need for Learning and Development:

The need for learning and development is determined by the employee’s performance
deficiency, computed as follows – training need is the gap between expected standard
performance and actual one. Every organization, irrespective of the size or nature of
operations, needs to provide trainings to the organizational members at various stages of
their career with the business objectives.
The training need is identified when a persons fails to perform to expectations; the
organization follow the diversification strategies, the organization focused on deployment
rather unnecessarily employment drive, the organization wants to engage and involve their
workforce and giving them a career opportunity.

Srivastava et.al (2005) have highlighted the need and importance for training programmes
to achieve changes in managerial mindsets, originally propounded by Gosling and
Mintzberg (2003), mentioned five modules:

• Managing Self – the reflective mindset

• Managing organization – the analytical mindset
• Managing context – the worldly mindset
• Managing Collaboration – the collaborative mindset.
• Management change – the action mindset

Goals of Training/Learning & Development:

• Knowledge, Skills and Motivation are the dominant determinants of Human

Performance (HP). A Trained person needs less time and attention from the
supervisor as training makes him / her SELF-PROPELLED.
• Thus Training substantially saves the time of supervisors, reduces accidents rates,
breakdown of the machines and facilities, rejections and wastes, and enhances
labour and material productivity. These factors improve organizational stability
through the creation of a reservoir of a knowledgeable and skilled workforce who
can help an organization to sustain the competitive edge and advantages

The principles of Learning and development are:

• Goal setting: Training objectives related to business objectives

• Meaningful presentation, practice, and repetition Feedback and reinforcement:
Monitoring & Evaluation
• Whole versus part learning: part modules
• Massed versus spaced learning: phase wise
• Individual differences: learn through observation
• Transfer of learning: on the job / actual work place and application of training.

Models of Learning and Development:

There are different models are there for effective Learning and Development and the most
common are: Pedagogical Model, 70:20:10 Model . Pedagogical start with Learning goals
and objectives and ends with results (Monitoring and Evaluation) through SWOT analysis.
The 70:20:10 learning model
by Morgan McCall, Robert Eichinge, and Michael Lombardo at the Center for Creative
Leadership (North California) in the mid-1990s.
The 70-20-10 Model is a commonly used formula within the training profession to describe
the optimal sources of learning by successful managers across the world. It holds that
individuals obtain 70% of their knowledge from job-related experiences, 20% from
interactions with others, and 10% from formal educational events. The model’s creators
hold that
1. Hands-on experience or experiential learning (70%) is the most beneficial for
employees because it enables them to discover and refine their job-related skills,
make decisions, address challenges and interact with influential people such as
bosses and mentors within work settings. They also learn from their mistakes and
receive immediate feedback on their performance (RE-SKILLING).
2. Employees learn from others (the 20%) through a variety of activities that include
social learning, coaching, mentoring, collaborative learning and other methods of
interaction with peers. Encouragement and feedback are prime benefits of this
valuable learning approach (SKILLING).

3. The formula holds that only 10% of professional development optimally comes from
formal traditional courseware instruction and other educational events, a position
that typically surprises practitioners from academic backgrounds (UP SKILLING).
 - AI Powered
Platform
- MOOCs
Human
- Gamification
Web based Training
Capital
- Social Learning
CD-ROMS Platform
Interactive Models
Class room learning

Skill Transmission Scientific. E learning

Benefits of Blended
for Trades, Crafts Management Blended
learning Training:
(e.g., blacksmithing, Behavioural Flexibility:
farming). Training Learning Engagement: .
Work / task based Managem
Adult Scalability:
hands on training ent
Learning Cost-effective:
System
Theory
(LMS) Better outcomes:
Informal (Andragogy)
Apprenticeship
Oral Tradition
Mentoring

th th st
Workman 18-19 Century 20 Century 21 Century

Evolution of Learning and Development in different phases

Learning and Development Strategy:

Creating an L&D Strategy : L&D strategy should be aligned to the organization’s business
strategy and goals with the aim of developing the workforce’s capability and driving
business results. The solutions a L&D team provides are driven by the goals of the business
to close gaps, enhance performance, and adapt to the changing needs of the organization.

In his book, L&D’s Playbook for the Digital Age, author Brandon Carson, vice president of
learning and leadership partner at Walmart, proposes several steps, or key objectives, to
building an L&D strategy:

1. Mission: Establish a mission statement to guide decision making. This statement

defines what your team does and why your L&D function exists.

2. Vision: This is an aspirational declaration of where you want to go. As with your
mission statement, ensure your team is aligned to your organization’s vision.

3. Assess the Business Landscape: Conduct a strategic needs analysis in the

organization to identify key focus areas, skills gaps, how digitial transformation is
impacting business practices, and perceived needs from senior leaders, mid level
managers, and employees themselves.

4. Assess the Learning Team’s Capabilities: Discover what skills you have on your team
and those you need to accomplish your goals.
 5. Identify Processes to Add or Modify: Find out what you need to add or modify to
existing processes (such as design standards, content strategy, development
guidelines, etc.) to align with your strategy.

6. Inventory Your Tools and Systems: Ensure your employees have the proper
technology and tools they need to deliver your learning solutions. There are many
different tools to assess, including those for project management, collaboration,
creation and design work, administration, quality assurance, and more.

7. Examine Your Employee Engagement Programs: Consider the role your L&D team
plays in overall employee engagement by examining recruiting and onboarding
programs, career pathing, and employee feedback and satisfaction outlets.

8. Employee Wellbeing: Establish health and wellness programs your company offers
and/or supports.

9. Promote Lifelong Learning: Facilitate continuous learning for your employees.

Identify opportunities for programs to develop personal skills and lifelong learning
that promotes retention and promotability.

10. Create Short Term and Long Term Strategy: Determine how to restructure your
strategy based on business needs, gain visibility with key business leaders, invest in
your technology stack needs, and establish a governance process to consistently re-
evaluate the strategy and stay connected to business leaders.

Role of L & D Manager

A. Talent Management
 Identifying Skill Gaps (TNA)
 Designing and developing Training Programme to build a strong learning cuture
 Take a leading role to prepare future leader from potential employees (Succession
Planning)
 Align Learning and Development with PMS and Career Development Planning
 Foster a Culture of Continuous Learning to enhance employees satisfaction, &
reduce employee turn-over.
 Support new hires with effective on boarding & cultural assimilation ( onboarding &
Integration)
B. Business Strategy Alignment:
 Strategic Workforce Planning: Collaborate with senior leaders to align people
development with long-term business goals.
 Change Management: Facilitate learning and communication during organizational
change (e.g., digital transformation, restructuring).
 Driving Innovation and Agility: Equip employees with new tools and mindsets to
adapt to market changes and innovations.
  Measuring Learning ROI: Evaluate the impact of L&D on business outcomes (e.g.,
productivity, customer satisfaction, profitability).
 Creating a Learning Culture: Encourage knowledge sharing, coaching, Mentoring and
lifelong learning aligned with strategic priorities.

Conclusion:

Learning and Development is a continuous process of organizational transformation rather

than a set of discrete training activities only. Training is the important tool for continuous
Learning and Development. Through Learning and Development, organization creates a HRD
climate in which individual members are encouraged to learn and develop their full
potentials to satisfy their significant stakeholders. Learning Organization makes L & D
strategy directly linked to Business Policy.

Moreover, Learning through Training and Development are not the same. Training refers to
learning skills and knowledge for doing a particular job, it enhance the job skills. As such,
Training is job-centred in nature. Development refers to the growth of an employee in all
respects. It shapes and moulds employee attitudes. Development builds up the competence
of a person, which is not necessarily linked with a specific activity. Obviously then,
development is career-centred in nature. However, an executive must have the urge to
develop him / her. Unless they are internally motivated for self-development; any amount
of effort put in by the organization may be futile.

Due to new technologies, rapid development of knowledge, globalization of business and

development of e-commerce, today’s companies are expecting great change in their human
resources. They are taking various steps to attract, retain and motivate their work forces.
They also learn from their stakeholders, so that they can create a compete atmosphere for
learning and development which we may call as Learning Culture.

References:

1. Aswathappa K (2011): Human Resource Management -Text and Cases (6th

Edition).New Delhi: Tata McGrow-Hill Publishing Company limited.
2. Bee Franchis, Ronald (1998), Training Needs Analysis and Evaluation. New Delhi:
University Press (India) Limited..
3. Halder U.K (2009): Human Resource Development. New Delhi: Oxford University
Press.
4. Noe Raymond, A. (2008). Employee Training & Development (4 thEdition). New Delhi:
Tata McGraw-Hill Publishing Company limited.
5. www.talentlms.com
6. www.biyanicolleges.org
7. www.raccoongang.com
Prepared by Dr. Shyamal Gomes
 HUMAN RESOURCE LEARNING AND DEVELOPMENT

Chapter - 2:

Learning: Theories & Principles

Shyamal Gomes
Introduction:
Learning is all about is heard, seen or experienced, through which the knowledge, skills and
attitudes that are owned by individuals are changed. Learning therefore, brings change or
improves our Behaviour. According to Stephan P.Robins “Learning is any relatively
permanent change in behavior that occurs as a result of experience”. Therefore, in a very
practical sense we can say “Learning” is the process by which individuals acquire new
knowledge, skills, attitudes, or behaviors through experience, study, or teaching for a
permanent change. It can occur in many forms—formal or informal, intentional or
unintentional, and across different settings such as schools, workplaces, or daily life.

Domains of Learning

Human Beings learn throughout their lifespan. Our lifelong learning experience is
assimilated and categorized into different domains of knowledge. Bloom (1956) identified
three domains of learning: Cognitive Domain (Helps us to recall facts, Instrumental in
development of intellectual skills); Affective Domain: Knowledge repository that influences
our feelings, values, appreciations, motivation and attitudes, confidence to perform the
jobs; and Psychomotor Domain - Enhance our speed and level of precision in executing the
jobs, Builds our physical movement, coordination and the use of motor-skill areas.

Principles of Learning

The principles of learning are foundational ideas that help explain how learning occurs most
effectively. These are drawn from psychology, neuroscience, and education. Here are some of
the core principles:

1. Principles of Readiness (Willingness to learn)

 Learners must be physically, mentally, and emotionally prepared to learn.

 If a learner is not ready, instruction may be ineffective.

2. Principle of Association (known to unknown to known gradually)

 Learning is more effective when learners are motivated.

 Intrinsic motivation (from within) tends to be more powerful and lasting than extrinsic
motivation (rewards or punishments).

3. Principles of Active Involvement / Participation

 Learners learn better by doing rather than passively receiving information.

 Engagement (discussion, hands-on tasks, practice) enhances retention and
understanding.
4. Practice and Repetition (Learning, retention and recall)

 Regular practice strengthens learning and improves performance.

 Repetition helps to reinforce memory and skill acquisition.
 Timely and specific feedback helps learners correct errors and reinforce correct
responses.
 Feedback should be constructive and aimed at improving performance.

5. Principles Reinforcement

 Positive reinforcement (rewards, praise) increases the likelihood of a behavior being

repeated.
 Negative reinforcement can also shape behavior but should be used carefully.
 A positive, supportive learning environment can enhance learning; stress or fear can
hinder it.

Core relationship between Training and Learning:

Training is essentially a learning process. In a training programme, learning is a complex,

multidimensional process. There are myriad factors and conditions that influence the learning
process. To further compound the situation, there are many players in the process- the trainees,
trainers, support staff etc. And each of these groups may have its own agenda to pursue in the
training programme, and often its own preferred way of operating to achieve LEARNING.

Learning in a training programme can be made effective in the following ways:

1. Direct Inputs by the trainers: In a training programme, a key function of the trainer is to
provide suitable and quality inputs in the areas covered by the programme.
2. Learning through sharing within training groups: In a training programme, especially in in-
service programmes, the training group is a powerful source of learning.
3. Learning through Practice and Exercise: Learning could be imparted through individual or
group practical assignments. The participants can be given special projects at the training
centre or can be sent to other agencies for placements or for specific projects or field.
4. Formal and Informal Methods of Observation: In this method participants observe how a
person is performing an activity, assess the nature of dedication. It helps him to understand
the key points of doing a job.
5. Out of session exchange with participants and trainers: Training can also be given in out of
session exchange with participants. This also helps in the personal development of both
trainers and participants.
Theories of Learning:

 Reinforcement Theory: Reinforcement theory, heavily influenced by B.F. Skinner's (1968)

work, proposes that behavior is shaped by its consequences. It suggests that behaviors followed
by positive consequences (reinforcement) are more likely to be repeated, while those followed
by negative consequences (punishment or extinction) are less likely to be repeated. This theory is
a core concept in behaviorism and operant conditioning. There are four main types of
reinforcement in operant conditioning: positive reinforcement, negative reinforcement,
 punishment, and extinction. Extinction occurs when a response is no longer reinforced, which
leads to the disappearance of the behavior
 Positive Reinforcement: Anything that increases the likelihood of a behavior occurring
again. The administration of positive consequences to workers who perform desired
behaviors. Pay, promotions, interesting work, praise, awards etc.
 Negative Reinforcement: Removing something undesirable, like a nagging feeling).
 Punishment: Anything that decreases the likelihood of a 15ehaviour occurring again. This
can be positive (adding something undesirable, like a fine) or negative (removing something
desirable, like taking away privileges).
 Extinction: When a behavior that was previously reinforced is no longer reinforced, leading
to a decrease in the frequency of that behavior.

Skinner's reinforcement theory has practical applications in various settings, including education,
parenting, and organizational management, where it is used to shape and modify behavior. For
example, in a classroom, positive reinforcement (like praise or a good grade) can encourage students
to repeat a desired behavior. In the workplace, rewards can motivate employees to improve
performance.

B) Social Learning Theory is a psychological theory that explains how people learn
behaviors, attitudes, and emotional reactions by observing others. It was developed by Albert
Bandura in the 1960s and remains one of the most influential theories in psychology and
education. Key Concepts of Social Learning Theory are as follows:

1. Observation (Modeling): People learn by watching others (models), especially

when the model is someone they respect or admire.
2. Imitation: After observing, individuals may replicate the observed behavior,
particularly if the model was rewarded for it.
3. Vicarious Reinforcement/Punishment: People don’t just learn by doing; they
also learn by seeing others being rewarded or punished.
 • Model
Observational Stimuli
Learning • Trainee
(Modelling): Characteristi
cs

Attention Retention Motor Motivational Match

Process Modeled
Reproduction
Performa
nce
• Aattention to the • Direct Reinforcement
model • Coding • Physical Vicarious
attractiveness /. • rganization Capability reinforcement
Stimuli • Rehearsal • Accuracy (seeing someone else
• Influence Interests • Feedback rewarded or
punished)

Intrinsic
reinforcement
(internal satisfaction)

(Process of Social Learning)

Goal Theory: Locke and Latham (1990, 2002) who developed the Goal Setting theory in an organization.
According to them, “when the goal is positive & not conflicting, it can be related to the task
performance”. Hence, clear goal setting is more important to understand training requirement to
develop the desired capabilities of people and to help them perform their jobs or tasks.

 Goal setting theory explains the relationships of goals and their effect on people, tasks etc.
 Goal setting theory assumes behavior results from a person’s conscious goals and intentions.
 Goals influence behavior by directing energy and attention, sustaining effort over time, and
motivating the person to develop strategies for goal attainment.
 There are four different mechanisms that establish the relationship between GOALS and
PERFORMANCE:

Goals Goal’s
Goals affect Goals
lead to direct
the motivate
Greater attention,
requisite people to
Efforts efforts, use their
tasks,
Action
knowledge abilities
and skills
 Expectancy Theory (Victor Broom)

Expectancy theory suggests that a person’s behavior is based on three factors: Expectancy,
Instrumentality and Valance. Expectancy theory suggests that learning is most likely to occur
when employees believe:

 They can learn the content of the program (expectancy)

 Learning is linked to outcomes such as better job performance, a salary increase, or peer
recognition (instrumentality)
 Employees value these outcomes (Valance)

Expectancy Theory of Motivation

Expectancy Instrumentality Valance

X Effort
Effort Performance X Value of Outcome =
Performance Outcome

• Does Trainee Have • Does Trainee Believe • Are Outcomes Related

Ability to Learn? Training Outcomes to Training Valued?
• Does Trainee Believe He • Promised Will Be
Can Learn? Delivered?
Adult Learning Theory (Andragogy):

According Knowles (1984) adults are self-directed and feel responsible for their decisions. Thus, the
learning programmes for adults should be so designed that the learners are clear about what they need to
learn, scope of problem solving and the immediacy of the learning value. From this perspectives, it is clear
that andragogy, is the process of engaging adults to focus on case studies, Role-Playing, simulations , self-
evaluation etc.

Principles of adult learning are:

1) Involvement of adults in planning the adult learning programmes
2) Participative evaluation of learning outcomes
3) Engaging participants in experiential learning activities
4) Focusing on the relevance of learning to the job or personal life.
5) Establishing a more problem-centered approach to learning
Implications of Adult Learning Theory in Training:

Design Issue Implications

Self-concept Mutual Planning and collaboration in Instruction
Experience Use learner experience as basis for examples and
applications
Readiness Develop instruction based on learner’s interests and
 competencies
Time perspective Immediate application of content
Orientation to learning Problem – centered instead of subject – centered

The Learning Process: (Kolb’s Learning Styles)

Diverger Accommodator
 Concrete experience  Concrete experience
 Reflective observation  Active experimentation

Converger Assimilator
 Abstract conceptualization  Abstract conceptualization
 Active experimentation  Reflective observation

Transfer of Learning (TOL) :

TOL plays a very important role in our day to day life. It is rare that the situation in which we learn is
identical to the situation in which we apply and use that learning (Perkins, 1992).

Experts beliefs that there is no need for training practitioners to become deeply immersed in the literature
of learning theories, some basic truths about learning is important to design and provision of training like:

 People must be motivated to learn not forced.

 Clear objectives must be set
 People learn from example and by imitation (Experiential -Social -Institutional).
 Learning can only take place through the human senses.
 Feedback is important to the motivational and learning progress. People need to
have feedback on their learning achievements ( Pre-training – On- training and Post
–training.
 Training is a learner and not a trainer oriented process.
 The trainer is essentially a catalyst in the learning process. As Galileo is reputed to
have said, “you cannot teach people anything, you can only help them to learn”.
2. Content Input
- Lecture / Film
Discussion Handout

1. Experience 3. Analysis of
Expectation in
a) Awareness
terms of Content
b) Motivation Input

4. Leading to
Transfer to Next
Generalization or
Experience
Inference

5. Practice of
Generalization or
tray-out of
Inference
Conclusion:

Learning may be defined as a more or less permanent change in behaviour, which occurs as a result
of the influence of external, environmental stimuli on the inherent, genetic disposition of the
individual. In the context of training, it is useful to consider learning and behavioural change in terms
of knowledge, skills and attitudes needed for effective performance. Since training is essentially a
learning process, all those who are in any way involved in training need to have an understanding of
learning and what needs to be taken into account in the design and provision of training .

Learning and Development is a continuous process of organizational transformation rather than a

set of discrete training activities only. Training is the important tool for continuous Learning and
Development. Through Learning and Development, organization creates a HRD climate in which
individual members are encouraged to learn and develop their full potentials to satisfy their
significant stakeholders. Learning Organization makes L & D strategy directly linked to Business
Policy.

Moreover, as we discussed in the previous chapter, learning through Training and Development are
not the same. Training refers to learning skills and knowledge for doing a particular job, it enhance
the job skills. As such, Training is job-centred in nature. Development refers to the growth of an
employee in all respects. It shapes and moulds employee attitudes. Development builds up the
competence of a person, which is not necessarily linked with a specific activity. Obviously then,
development is career-centred in nature. However, an executive must have the urge to develop him
/ her. Unless he / she is internally motivated for self-development; any amount of effort put in by
the organization may be futile.

According to Armstrong (2006)- a learning culture emphasis on discretionary learning,

empowerment, self-managed learning and the long term or continuous learning. Therefore, Training
is not a luxury today nor a number of programme, it is a basic necessity for the companies to
participate in the global and electronic market places by offering high quality product and services.

References:

8. Aswathappa K (2011): Human Resource Management -Text and Cases (6th Edition).New
Delhi: Tata McGrow-Hill Publishing Company limited.
9. Bee Franchis, Ronald (1998), Training Needs Analysis and Evaluation. New Delhi: University
Press (India) Limited..
10. Halder U.K (2009): Human Resource Development. New Delhi: Oxford University Press.
11. Noe Raymond, A. (2008). Employee Training & Development (4thEdition). New Delhi: Tata
McGraw-Hill Publishing Company limited.
12. www.talentlms.com
13. www.biyanicolleges.org
14. www.raccoongang.com
Prepared by Dr. Shyamal Gomes