Because human resource management is a challenge for mostorganizations, many companies seek practices that will enable them to compete with other companies. In our work, we examine the study of training and career development and their consideration as high-performance practices by considering the universal and contingency approaches for a sample of 560 companies. If practitioners know the effects of these practices, they can apply it in their firms. The results show that both training and career development can be considered to be best practices and that they influence organizational performance either as isolated practices or as practices that are aligned with other best practices. Thus, we conclude that both approaches can be used in a complementary manner, depending on the nature of the investigation.
Key words: Training, development, high performance, configurational, universal approach.
JEL: J28, M12, O15.
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