IntroductionHuman Resource Development (HRD) continues to go through the process of discovery and transformation. In the field of human resource development there has been a debate about whether performance or learning is more important for the sector. The performance view holds that the purpose of HRD is to improve organizational performance (Swanson & Arnold, 1996), while the learning view holds that HRD should develop individuals who, ultimately, contribute to organizational prosperity. However, everyone seems to agree that learning should be a vital component of HR practice. The administration of the human resource development component is an important aspect of any organizational strategy. The fundamental strategic challenge for HR is to design an HRD system and implement it in a way that supports, rather than inhibits, the achievement of an organization's overall strategic vision. Providing quality development opportunities means addressing both the generic principles that influence all human learning and the specialized needs of individual students. This area is called learning theory. According to Bersin, there is a large gap between the need to demonstrate business impact and the very limited number of training services that do so. Most training departments lack the performance management infrastructure needed to measure business impact. In fact, Bersin's research shows that more than two-thirds of organizations do not have systems in place for managing employee performance. While HR professionals can measure and report on readily available data, such as completions, enrollments, and satisfaction, the current lack of integration between learning and job performance makes it very difficult to obtain mid-paper data. .....the behaviors triggered may look exactly the same. The essential difference between the two types of motivation lies in the source that energizes and directs the behavior. In intrinsic motivation, the motivational effect originates from the spontaneous satisfaction of the psychological need provided by the activity. In extrinsic motivation, the motivational effect originates from consequences and incentives subordinated to the implementation of the observed behavior. According to the study by ASTD in collaboration with the US Department of Labor, competitive companies in the future will be those that create cultures for workers to learn and solve complex problems. One aspect of the changing workplace is the growing emphasis on systems thinking and knowledge integration. Finally, organizations should strive to motivate their employees through training.