This is a qualitative case study, conducted in the Jordanian electricity sector, aimed at exploring the concept, philosophy and practice of training and development (T&D), by investigating and comparing T&D conceptualization and practice between the public, private and privatized electricity companies. To meet the objectives of this research, an exploratory research approach was employed. Data was gathered through 29 in-depth interviews, 34 days of observation and the analysis of companies' T&D documents. The research findings showed similarities in the way in which participants perceived T&D and the way they conceptualized the term among companies with different ownership styles. T&D was interpreted in terms of learning, being development focused and emphasizing a utilitarian outlook. Regarding T&D role, participants emphasized the 'instrumental' role of T&D, showing an inclination toward the Functionalist philosophical perspective of T&D. Concerning actual practice, it was found that T&D activities had a reactive role, designed specifically to meet particular or short term needs of the companies. The study findings support the general argument proposed in HRD literature regarding the role of T&D philosophy in guiding the related actions, but also indicate that the way of thinking about T&D is shaped through the prism of the 'situation needs' and T&D 'utility'. Furthermore, this study argues that the perceptions, understanding and application of T&D are influenced by a number of interrelated factors, most importantly, industry and organizational internal specification and needs. The findings of this research make a number of theoretical and managerial contributions. From a theoretical perspective, this study provides a step toward understanding how T&D is conceptualized and interpreted by electricity sector employees. Further, it provides explanation of how the situation is constructed, which in turn helps in filling the gap in Arab literature in this area. Finally, for the managerial contribution, this study proposed a model for T&D management that could be consistent with participants’ perceptions and within the acceptable philosophical perspective. Furthermore, the model takes account of the explored T&D problems and obstacles.