Research Trends in Economics, Finance, and Human Resources Management. ISB-978-93-85777-448.

Vol.1 Institute of Management, Nirma University, India Page 3 of 14 affecting results level criteria”.
Wright and Geroy (2001) referred to the belief that training leads to improved organizational
performance as a myth—“that equates training with ‘goodness”. Rational Given the arguments, both
for and against the training a systematic enquiry on available literature on the outcomes and
drawbacks of training intervention was needed. For this purpose a literature review was conducted
using search engines as a main filter. Journals listed on EBSCO, Emerald and Proquest were
identified. In the first attempt, on each of search sites key words like training outcome, training and
firm performance, training outcomes, organisational level outcomes and training, professional
training, training measurement, training and development were cited. The independent search lead
to various articles. These were then sorted and relevant articles were structured in thematic
representation for sense making. The main purpose of this paper is to investigate the relationship
between training, learning and development on firm’s performance. So here the question is – Is
training beneficial to organisation? If yes than what are the pecuniary and non-pecuniary benefits of
training on firms’ performance. Review of literature Training has been around for ages. Since the
time that human socialisation process began some form of training or behavioural alignment also
began. In industrial or work context, its earliest roots can be traced all the way back to the middle
ages in the form of apprenticeship. Taylor’ experiment on standardisation also gave some evidence
to training and output maximisation of individuals. These evolved into vocational schools in the early
1800’s (Desimone, Werner, &Harris, 2002). The advent of the mass production and factories further
transformed training. Apprenticeship programs were shortened and what is now known as job
instructional training (JIT) was developed around the First World War (Desimone, Werner, & Harris,
2002). It wasn’t until ANVESH-2016 DOCTORAL RESEARCH CONFERENCE IN MANAGEMENT the
twentieth century that training became a profession and formal training as we now know became
the norm (Desimone, Werner, & Harris, 2002; Diamantidis, A. D., & Chatzoglou, P. D,2015). During
the 1970’s training changed completely into what we know it today. The 1970’s forever changed
training to become what we know it as today. The workplace was filled with many different types of
people: war veterans, great depression survivors, and young baby boomers. This forced employers
to stray from one type of training and move towards a more focused training approach. Although
training is still efficiently evolving today, the workplace will never be able to conduct one type of
training again. The workplace is even more diverse today than it was then. Luckily, as technology is
advancing, it is becoming very convenient to meet