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Introduction
Since the beginning of the twentieth century and especially after World War II, training programshave become widespread among organizations in the United States, involving more and moreemployees and also expanding in content. In the 1910s, only a few large companies such asWestinghouse, General Electric, and International Harvester had factory schools that focused ontraining technical skills for entry-level workers. By the 1990s, forty percent of the Fortune 500firms have had a corporate university or learning center. In recent decades, as the U.S. companiesare confronted with technological changes, domestic social problems and global economiccompetition, training programs in organizations have received even more attention, touted asalmost a
panacea
for organizational problem.The enormous expansion in the content of training programs over time has now largely beentaken for granted. Now people would rarely question the necessity of training in conversationalskills. However, back to the 1920s, the idea that organizations should devote resources totraining employees in such skills would have been regarded as absurd. Such skills clearly werenot part of the exact knowledge and methods that the employee will use on his particular job or the job just ahead of him. Nevertheless, seventy years later, eleven percent of U.S. organizationsdeem communications skills as the most important on their priority lists of training, and manymore regard it as highly important. More than three hundred training organizations specialize incommunications training (Training and Development Organizations Directory, 1994).
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Previous studies on training have largely focused on the incidence of formal training and the totalamount of training offered. This study, however, draws attention to the enormous expansion inthe content of training with an emphasis on the rise of personal development training (or  popularly known as the "soft skills" training, such as leadership, teamwork, creativity,conversational skills and time management training). Personal development training can bedefined as training programs that aim at improving one's cognitive and behavioral skills indealing with one self and others. It is intended to develop one's personal potential and is notimmediately related to the technical aspects of one's job tasks. Monahan, Meyer and Scott (1994)describe the spread of personal development training programs based on their survey of andinterviews with more than one hundred organizations in Northern California. "Training programs became more elaborate; they incorporated, in addition to technical training for workers andhuman relations training for supervisors and managers, a widening array of developmental,
 
 personal growth, and self-management courses. Courses of this nature include office professionalism, time management, individual contributor programs, entrepreneur, transactingwith people, and applying intelligence in the workplace, career management, and structured problem solving. Courses are also offered on health and personal well-being, including safediets, exercise, mental health, injury prevention, holiday health, stress and nutrition."
Training Excuses
Training is one element many corporations consider when looking to advance people and offer  promotions. Although many employees recognize the high value those in management place ontraining and development, some employees are still reluctant to be trained. It is not uncommon tohear excuses regarding why someone has not received training.Some people are just comfortable in what they are doing. Some fail to see the value of training because they really believe that they already know it all. And while that might be true, theknowledge value of training and development is not the only perk.Training and development offers more than just increased knowledge. It offers the addedadvantage of networking and drawing from others’ experiences. When you attend a seminar or event with others who have jobs that are much like yours, you have the added benefit of sharingfrom life experience. The seminar notes or the conference leader might not give you the keynugget you take back and implement in the workplace. Your best piece of advice for the daymight come from the peer sitting beside you.Another common excuse is that there is not enough money budgeted to pay for training. Whosaid that training always carries a heavy enrollment fee? Training can be free. You can set upmeetings with peers who are in similar positions and ask how they are doing their jobs. Followsomeone for a day to see how he organizes or manages his work and time. The cost to you is aday out of your normal routine, so the only drawback may be working a little harder on anassignment to catch up from a day out of the office. You usually don’t think twice about taking aday of vacation, so why should a day of training be any different?Time is another often-heard excuse when training and development is mentioned. Have youconsidered that training and development might actually give you more time? Often the procedures, ideas, short cuts, and timesaving hints learned in training and development sessionsequal more time in the long run. Have you heard the old saying that you have to spend money tomake money? Well, in a sense, the same is true for training and development. You have to devotesome time to training and development to make you more productive in the long run.
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