Worker training can be traced back to biblical times, wth ancient Egyptians overseeing hordes of slaves being "trained" as well as driven by foremen, oten of the slaves own nationality. Taining was direct, tsk oriented, ad on-the-job. Te evaluation of that training was simple and based entirely on the outcomes of the employees’ efforts. Oientation, amajor form of twentieth-century worker training, ws also provided in biblical times although less systematically than it is now. Smilarly, o-the job, tsk-oriented training was made available through apprenticeship programs primarily for manual and work.
Te beginning of the Industrial Revolution was characterised by a substantial growth of human knowledge and rapidity of change, a evidenced by the number of patents in the first half of the nineteenth century. Dspite the creativity and originality that fostered the Industrial Revolution, rferences to training during that period failed to address such approaches to production or to business, atending more to specific task learning (Ronald 1990:18). Taditionally, taining was considered to be job-focused, lmited to the teaching of skills and abilities needed by employees to perform tasks or to solve problems in particular settings.
Taditionally, idividuals obtained their education first and subsequently received training in the work environment based on their specific job needs (Jack, Se, 1994:38)In 1958 orientation was the most common corporate education program. Te 1960s were characterised by growth and diversification in business, ad the entry of women and minorities into business not open to them until then. Adominant theme of the 1970s in training and education was the growing formalisation of coursework. Afew corporations formalised their courses into traditionally styled "corporate colleges" others developed company-sponsored courses that earned collegiate credit from different universities.
Dring the early and middle 1980s, taining became more of a systems approach in which the training unit served less as a deliverer of education than as a broker and consultant on education and training to managers and officers. Canges during the past few years have required training at all levels in organisations to make a powerful impact on the nature of organisations and training itself. Bcause training administrators and executives in. ..
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