- Oxford Library of Psychology
- Short Contents
- Oxford Library of Psychology
- About the Editor
- The Nature of Organizational Psychology
- A History of Industrial and Organizational Psychology
- Seeking the Holy Grail in Organizational Science: Uncovering Causality through Research Design
- Multivariate Dynamics in Organizational Science
- Individual Differences: Challenging Our Assumptions
- Behavior, Performance, and Effectiveness in the Twenty-first Century
- Recruitment and Competitive Advantage: A Brand Equity Perspective
- Personnel Selection: Ensuring Sustainable Organizational Effectiveness Through the Acquisition of Human Capital
- Work Design: Creating Jobs and Roles That Promote Individual Effectiveness
- Performance Management
- Learning, Training, and Development in Organizations
- Person-Environment Fit in Organizational Settings
- The Research-Practice Gap in I/O Psychology and Related Fields: Challenges and Potential Solutions
- Work Motivation: Theory, Practice, and Future Directions
- Job Satisfaction and Job Affect
- Organizational Justice
- Dynamic Performance
- Organizational Socialization: Background, Basics, and a Blueprint for Adjustment at Work
- Workplace Mentoring: Past, Present, and Future Perspectives
- Organizational Culture and Climate
- A Social Network Perspective on Organizational Psychology
Abstract and Keywords
A 2008 Bureau of Labor Statistics report indicates that the youngest of the baby boom generation (i.e., individuals born between 1957 and 1964) held an average of 10.8 different jobs between the ages of 18 and 42. To remain viable, today's workforce must continually develop new knowledge, skills, and attitudes in order to adapt to changing technological and environmental demands. Training is the classic mechanism for such skill enhancement. This chapter provides an overview of training and other developmental activities from the organizational science perspective, including mentoring and coaching. Several classic models of training are reviewed, and an overarching organizational framework delineating the key variables of the training process is presented. Several suggestions for furthering our understanding of training and other forms of development are also offered.
Eduardo Salas is Trustee Chair and Professor of Psychology at the University of Central Florida. He also holds an appointment as Program Director for the Human Systems Integration Research Department at the Institute for Simulation & Training. Eduardo Salas has co‐authored over 300 journal articles and book chapters and has co‐edited 16 books. He is on or has been on the editorial boards of Journal of Applied Psychology, Personnel Psychology, Military Psychology, Interamerican Journal of Psychology, Applied Psychology: An International Journal, International Journal of Aviation Psychology, Group Dynamics, Journal of Organizational Behavior, and is a past editor of Human Factors journal. He is a fellow of the American Psychological Association (SIOP and Divisions 19 & 21), and the Human Factors and Ergonomics Society. He received his PhD degree (1984) in industrial and organizational psychology from Old Dominion University.
Sallie J. Weaver, Department of Psychology, University of Central Florida.
Marissa L. Shuffler, Institute for Simulation and Training, Department of Psychology, University of Central Florida, Orlando, FL
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