Relation Between Training and Development

Topic: Management
Words: 874 Pages: 3


At the current stage of market relations development, the basis of each enterprise’s stable and practical work is the availability of personnel able and ready to work and have a high level of professionalism. The growth of workers’ potential is achieved only with its continuous development through professional training. It is a process of purposeful formation of employees’ special knowledge, the result of necessary skills and abilities that increase labor productivity. The purpose of the study is to develop recommendations on ways to improve the effectiveness of the professional training of personnel of Amazon in the current conditions of economic development.

Definition of the Issue

Corporate training in recent years has received much attention, emphasizing aspects of reorganization and the ethical implications of introducing new structures, almost wholly ignored. Of course, in today’s environment, organizations must be flexible and able to generate new knowledge. Nevertheless, the concept of learning carries a moral charge: it is always associated with improvements. An example is Amazon’s new employee development program, which considers its requirements’ flexibility, but ignores family concerns (Lovejoy & Nobre, 2018). Employees do not always have enough free time, which may violate labor laws. Despite this, training is always paid and does not involve compensation from the company by labor law. Despite this, Amazon’s training process is not always multifaceted and often ignores respect for human values (Lovejoy & Nobre, 2018). Regard for human dignity is an essential element of organizational vitality and should be viewed in the course.


Amazon is concerned with excessive employee training, resulting in their inability to remember all the information, lack of necessary rest, and a drop in work motivation. Workers are often under constant pressure, and they, as the main stakeholders, are at risk of providing poor service due to the lack of a proper development concept. The primary interest of the employees is the pay-to-performance ratio, and only the right proportions can ensure stability (Sendawula et al., 2018). Managers, as the second stakeholders, focus on the quality of the product at any price. It creates the crisis of irregular working hours but simultaneously makes it possible to provide the highest quality outcomes to customers.

Herein lies the organization’s primary economic, legal, and ethical obligation to give the workers every opportunity to meet the challenges at hand. At the same time, existing problems and their solutions lead to increased stress levels and decreased performance and quality of work (Sendawula et al., 2018). The primary ideas for solving these issues were to change the schedule of employees, the bonus system for completing tasks, and the development of competent time management between training and practice of applied knowledge.


Organizational personnel development (OED) is still an area where different, often opposing, scientific views collide. Each organization must follow its own strategy to achieve effective staff development and training, and Amazon is no exception (Ozkeser, 2019). A possible alternative to the current concept could be preparing an individual plan for the employee’s professional development. It would require the worker and their manager to create a plan for professional development, which is then passed on to human resources. Its main advantage is its comprehensiveness and direct connection to the company’s and its employees’ needs by the company’s goals. However, at the same time, this approach requires the involvement of multiple resources, both human and time, which is a negative factor.

Organizational learning can be recognized as successful only when it generates a new routine. Implementing the norm in the organizational structure is governed not by collective self-restraint, but by a set of sanctions. Nevertheless, there needs to be a place that provides a space for reflection on the ethical implications of the new routine. Such a space in organizational learning can be small groups with no direct reporting relationship (Ozkeser, 2019). In this approach, each group member is recognized as an expert, with metacommunicative problem-setting being a major plus. This approach can be challenging for employees who are not used to the leading roles, which may cause difficulties. Both strategies are designed according to ethical principles and concepts. They are built on the regulation of respect for everyone’s dignity and personality, the continuity of professional development, and equal access to it. The concept of equality, regardless of external and internal factors, is fundamental in modern times, and every company should function on its basis.


In summary, organizational learning can lead to a change in the framework for Amazon’s enterprise ethics. Suppose ethical solutions are achieved through collective knowledge and cooperative problem-solving in the distribution of innovation. In that case, there is an increased likelihood that the contradiction between new incentives and morally necessary behavior will disappear. The considered factors of the organizational learning model contribute to the creation of appropriate structures. Standard norms are formed in a bottom-up direction, and only in this way can a company-wide culture emerge in Amazon. Otherwise, with exclusive adaptation to the views of the all-powerful leader, other viewpoints are ignored, and thus, the probability of a morality that leads to undesirable behaviors increases. New organizational structures and incentives will create new conditions of socialization for employees in the company. If these aspects are reflected in corporate learning, value-oriented management has a chance of success.


Lovejoy, T. E., & Nobre, C. (2018). Amazon tipping point. Science Advances, 4(2), 1-10.

Sendawula, K., Nakyejwe Kimuli, S., Bananuka, J., & Najjemba Muganga, G. (2018). Training, employee engagement and employee performance: Evidence from Uganda’s health sector. Cogent Business & Management, 5(1), 1470891.

Ozkeser, B. (2019). Impact of training on employee motivation in human resources management. Procedia Computer Science, 158, 802-810.

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