Introduction - Learning & Development

Learning and development is a systematic process to enhance an employee’s skills, knowledge, and competency, resulting in better performance in the work environment through which the organization aims to achieve its goals (Vulpen, 2016). The development of the organization is to achieve the objectives of the organization by expanding and deepening the knowledge of the employees of the organization in line with the development goals (Mozael, 2015).

The primary goal of learning and development as an organizational process is to support collective progress through collaborative, expert and moral stimulation and facilitation of learning and knowledge that support and develop individual capabilities and build diversity for business goals (Fisher and Walsh, 2005).

The goal of learning and development is to develop or change the behavior of individuals or groups for the better, sharing knowledge and insights that enable them to do their work better, or cultivate attitudes that help them perform better (Lievens, 2011).

An every person learns at every moment from birth. Similarly, an organization learns and develops from the beginning at all time (Francis, 1997). Organizations want men and women with high phases of potential, knowledge and competencies. In addition, the education and training received by all employees in the organization is a great help in achieving organizational goals (Mukminin and Semmaila, 2020).

Learning, training, and development are often used interchangeably. However, there are subtle differences between these concepts as illustrated in table 1.0.

Table 1.0: Difference between Learning, Training, Development & Education

Learning	“The process of gaining knowledge and expertise” (Knowles, 1975).   The process by which an individual acquires both tacit, explicit knowledge and develops expertise, abilities, behaviors, and attitudes.  It involves changing habits through experience, such as formal methods to serve people to study in or out of the workplace (Vulpen, 2016).
Training	“Training is the act of increasing the knowledge and skills of an employee for doing a particular job” (Flippo, 1970). The purpose of the training is to teach the applicable, practical knowledge, skills and attitudes that are immediately relevant to be used for a specific job (Fitzgerald, 1992).  Training can focus on delivering better performance in the current role or overcoming future changes. In additionally, Systematic software of formal strategies to enable and assist people to acquire the skills needed to perform their tasks satisfactorily (Brown, 2022).
Development	“Development is a long participatory process of social change in the society whose objective is the material and social progress for the majority of population through a better understanding of their environment” (Rogers, 1990).   Development is future focused and aims to prepare employees to take on additional responsibilities in different jobs, usually at higher level. Development is a long-term goal.  It revolves around expanding or deepening knowledge.  This should be in line with one's personal development goals and the future goals of the organization (Vulpen, 2016).  If defined in another way, Growth or recognition of an individual's abilities and skills through learning and educational experiences (Jovanovich and Damnjanovich, 2016).
Education	“Education is not preparation for life: Education is life itself” (Dewey, 1939).   The knowledge, values, and work ethic needed in every aspect of life, rather than the skills and abilities relevant to the targeted areas of recreation (Jovanovich and Damnjanovich, 2016).

List of reference

Baltrunaite, V. and Sekliuckiene, J., 2020. The use of organisational learning practices in start-ups growth. Entrepreneurial business and economics review, 8(1), pp.71-89.

Baskas, R.S., 2011. Applying Adult Learning and Development Theories to Educational Practice. Online Submission.

Fargion, S., Gevorgianiene, V. and Lievens, P., 2011. Developing entrepreneurship in social work through international education. Reflections on a European intensive programme. Social Work Education, 30(8), pp.964-980.

Fitzgerald, W., 1992. Training versus development. Training & development, 46(5), pp.81-84.

Goodson, I.F., Biesta, G., Tedder, M. and Adair, N., 2010. Narrative learning. Routledge.

Heal, A., 2019. Why employee relations now need to be led by L&D. Strategic HR Review.

Jovanovich, Z., Damnjanovich, A. and Dimitrijevich, V., 2016. Learning and Development in modern organizations.

Mozael, B.M., 2015. Impact of training and development programs on employee performance. International Journal of Scientific and Research Publications, 5(11), pp.37-42.

Mukminin, A.A., Semmaila, B. and Ramlawati, R., 2020. Effect of Education and Training, work discipline and Organizational Culture on Employee Performance. Point Of View Research Management, 1(3), pp.19-29.

Walsh, K. and Fisher, D., 2005. Action inquiry and performance appraisals: Tools for organizational learning and development. The Learning Organization.