👉Use of Course Concepts, Theories and Examples

 4.1 Social Learning Theory and Prime Land’s Informal Training Practices

Bandura’s Social Learning Theory (1977) suggests employees learn behaviours by observing experienced peers. This is exactly what happens at Prime Land when formal training is absent new sales executives “shadow” senior colleagues to learn selling techniques, document processing, and customer management.

While peer learning can be beneficial, the theory warns that observational learning becomes inaccurate without structured, expert-led training. As a result, Prime 7Land employees display inconsistent customer communication styles and sales strategies.





4.2 Human Capital Theory: Training as a Strategic Investment

Becker’s Human Capital Theory (1993) states that organizations improve productivity by investing in employee skills. For real estate firms like Prime Land, skill development directly correlates with higher sales conversions, accurate documentation, and improved customer trust.

Companies such as Blue Mountain Properties introduced structured sales training in 2021, resulting in faster closing cycles and higher customer satisfaction scores. This demonstrates how development investments produce measurable returns, reinforcing the argument that Prime Land must adopt structured development programs.



4.3 Resource-Based View (RBV): Training as Competitive Advantage




According to the RBV, organizations gain competitive advantage through rare, valuable, and hard-to-imitate capabilities (Barney, 1991). A well-trained salesforce fits this description. Prime Land competitors such as Capitol Developers have begun investing in digital training modules and customer service workshops, giving them a competitive edge.

For Prime Land to maintain its market leadership, adopting structured development is no longer optional—it is strategic.




















































Comments

  1. Camellia Tea ShopDecember 3, 2025 at 8:01 PM

    The post merely provides a general introduction to Human Resource Management (HRM) and does not present a specific argument or analysis of an HR issue at Prime Land. Therefore, there is no specific position to agree or disagree with concerning the application of HRM theories to a particular problem.

    However, the post's definition and description of HRM are entirely consistent with established HRM theories and literature.

    ReplyDelete
    Replies
    1. K. G. Muditha ManoriDecember 4, 2025 at 1:20 AM

      This comment offers a clear and accurate assessment, noting that the post functions primarily as a general introduction to HRM rather than an analysis of a specific issue at Prime Land, and therefore does not present a position to critique or debate. Your observation is valid and highlights an important distinction between descriptive content and analytical argument. At the same time, you appropriately acknowledge that the post’s explanation of HRM aligns with widely accepted theoretical frameworks and established literature, reinforcing its conceptual accuracy. Overall, this is a concise and professional comment that effectively clarifies the scope of the post while recognizing the correctness of its foundational HRM concepts.

      Delete
  2. Sandun WarnakulasooriyageDecember 3, 2025 at 9:44 PM

    I found your post very clear and informative, especially the way you explained how different leadership styles influence employee behaviour and organisational outcomes. You highlighted the key points in a simple manner, which made the concepts easy to understand. Your explanation fits well with Northouse’s (2016) view that leadership is a process where leaders and followers interact to achieve common goals. I liked how you connected the theory with real workplace implications.

    Your discussion of employee motivation was also insightful. You pointed out that leaders must understand what drives their employees, which links strongly to Herzberg’s Two-Factor Theory. Herzberg (1959) suggests that motivators such as achievement, recognition, and responsibility increase satisfaction, and your explanation reflected this idea clearly.

    Another strong point was your mention of how leadership affects teamwork and communication. This relates to the behavioural leadership school, where emphasis is placed on supportive, people-centered behaviours (Blake & Mouton, 1964). Your writing showed that effective leaders balance task needs with the needs of their team members.

    Overall, your post was descriptive, easy to read, and well linked with leadership theory. It clearly shows how leadership style can shape employee attitudes and organisational performance.
    (Northouse, 2016; Herzberg, 1959; Blake & Mouton, 1964)

    ReplyDelete
    Replies
    1. K. G. Muditha ManoriDecember 4, 2025 at 1:21 AM

      This is a thoughtful and well-structured comment that effectively highlights the strengths of the post while grounding your observations in established leadership theories. You clearly articulate how the explanation of leadership styles aligns with Northouse’s (2016) perspective on leadership as an interactive process, and you make a strong connection between the discussion on motivation and Herzberg’s (1959) Two-Factor Theory. Your reference to Blake and Mouton’s (1964) behavioural leadership model further reinforces your point about the importance of balancing task focus with people-centered behaviours. Overall, your comment is analytical, professional, and well supported by theory, offering a concise yet comprehensive reflection that strengthens and validates the post’s key insights.

      Delete
  3. vimukthi wewelwalaDecember 4, 2025 at 4:40 AM

    Bandura’s Social Learning Theory (1977) proposes that individuals acquire behaviours by observing and imitating competent models, which is clearly reflected in Prime Land’s practices. When formal training is lacking, new sales executives “shadow” senior colleagues, allowing them to learn sales techniques, documentation processes, and customer-management skills through direct observation. This hands-on exposure reinforces Bandura’s claim that learning is shaped by social context and credible role models, making peer-based learning an effective developmental approach (Bandura, 1977).

    ReplyDelete
  4. Vidura AmarasingheDecember 4, 2025 at 7:57 AM

    Thank you this is a very compelling and well-argued article. You do a great job highlighting how structural weaknesses in HR practices such as inconsistent onboarding, lack of formal training, and absence of clear development pathways can seriously undermine employee performance, engagement, and retention. Your combination of real-world observations with established HR theory helps make a strong case that ad hoc or informal HR practices are no substitute for a systematic HRD framework. If I could ask: which reform do you believe should be the first priority for the company formalizing onboarding, standardizing training across all locations, or establishing a career-development and feedback system and why? That could help clarify the path forward.

    Thanks again for shining a spotlight on these important issues.

    ReplyDelete

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