Employee Development Programs :: Career Planning, Training and Development

Employee development programs are not a new opinion in the United States. ecumenical Motors established one of the first corporate universities in 1927 with the General Motors Institute (Gerbman, 2000). The cin one casept was slow to catch on, simply in the 1950s a variety of organizations followed the same path. During the 1950s General Electric established Crotonville Management Development Institute and Walt Disney began Disney University (Gerbman, 2000). McDonalds followed this slide with the establishment of Hamburger University to train its managers in the early 1960s (Garger, 1999). disdain these progressive organizations, employee development and career planning still experienced round growing pains.In the 1970s, career planning and development efforts were focused on young employees that seemed to have high potential. It was a focusing for companies to plan for the future(a) and nurture young workers for senior management positions (Moses, 1999). This career path c ase fit well with the traditional commitment employees would offer to companies. Chris Argyris referred to this commitment as a psychological contract in which employers were almost guaranteed long termination loyalty and commitment to the organization in return for giving employees commerce security, opportunities for promotion, and training (Feldman, 2000). The ability to get on this fast track to the sort out of a company diminished in the 1980s when companies were moving to a flattened hierarchy with less room for promotions. People quickly effected that they were reaching plateaus in their careers and the opportunities for advancement did not exist (Moses, 1999). The concept5of career planning became less realistic for both individuals and organizations because neither could consider on long term commitment (Feldman, 2000). The stock market go under of 1987 was a major turning point in employee development. Daniel Feldman keenly states that, where once large corporations were seen as bastions of business sector security, they are now seen as minefields of job insecurity (2000). Not only were corporations flattening, they were also downsizing and restructuring to compensate for outrage of revenue. These drastic changes in the job market also led to changes in employee development programs.Barbara Moses states that, today, job security is dead and loyalty to the organization in the tradition sense has died along with it (1999). Under this assumption, companies have to change the way they view employee development. Where once training and development were viewed as mechanisms for employees to move up the corporate ladder, promotion is no longer an incentive for employees because it is not a definite option.