+612 9045 4394
 
CHECKOUT
Organizational Learning, Performance And Change - Jerry W. Gilley

Organizational Learning, Performance And Change

Hardcover Published: 1st September 2000
ISBN: 9780738202488
Number Of Pages: 488

Share This Book:

Hardcover

$104.25
or 4 easy payments of $26.06 with Learn more
Ships in 7 to 10 business days

"Organizational Learning, Performance, and Change" presents the most current theoretical frameworks and practical applications in the field of human resource development. Drawing from the authors' pioneering research, this book offers the most comprehensive treatment of HRD theory and practice available, providing educators and practitioners alike with a rigorous approach to analyzing and launching successful HRD programs.

List of Figuresp. xi
Acknowledgmentsp. xiii
Prefacep. xvii
An Introduction to Strategic HRD
Strategic Human Resource Developmentp. 3
An Examination of Termsp. 3
Definitions of HRDp. 5
Forces Causing Change in HRDp. 7
Misconceptions Surrounding HRD as a Professionp. 8
Mission and Purpose of HRDp. 11
Priorities HRD Professionals Should Addressp. 11
Creating Value Through HRDp. 11
Outcomes of HRDp. 13
Challenges Facing HRDp. 14
The HRD Function for the Twenty-First Centuryp. 16
The HRD Professional for the Twenty-First Centuryp. 17
Organizational Learning, Performance, and Changep. 19
Conclusionp. 20
Transformation of HRDp. 23
First-Level HRDp. 23
Higher-Order HRDp. 30
Conclusionp. 49
Strategic HRD Leadershipp. 51
The HRD Leaders of Tomorrowp. 52
Decentralization of HRDp. 56
Characteristics of Effective Strategic HRD Leadersp. 57
Knowledge of Strategic HRD Leadersp. 58
Skills of Strategic HRD Leadersp. 60
Abilities of Strategic HRD Leadersp. 61
Roles of Strategic HRD Leadersp. 62
Responsibilities of Strategic HRD Leadersp. 69
Conclusionp. 77
Principles of Strategic HRD Practicep. 79
Effective HRD Practice Integrates Eclectic Theoretical Disciplinesp. 79
Effective HRD Practice Is Based on Satisfying Stakeholder Needs and Expectationsp. 85
Effective HRD Practice Is Responsive but Responsiblep. 86
Effective HRD Practice Uses Evaluation as a Continuous Quality Improvement Processp. 87
Effective HRD Practice Is Designed to Improve Organization Effectivenessp. 89
Effective HRD Practice Relies on Relationship Mapping to Enhance Operational Effectivenessp. 90
Effective HRD Practice Is Linked to the Organization's Strategic Business Goals and Objectivesp. 91
Effective HRD Practice Is Based on Partnershipsp. 92
Effective HRD Practice Is Results Orientedp. 94
Credibility Is Essential to the Success of HRD Practicep. 94
Effective HRD Practice Utilizes Strategic Planningp. 96
Effective HRD Practice Relies on the Analysis Process to Identify Prioritiesp. 97
Effective HRD Practice Is Based on Purposeful and Meaningful Measurementp. 97
Effective HRD Promotes Diversity and Equality in the Workplacep. 99
Conclusionp. 99
Organizational Learning
Learning Organizations and Action Learningp. 103
Organizational Learningp. 103
Learning Partnershipsp. 105
Learning Organizationsp. 106
Action Learningp. 116
Conclusionp. 122
Learning in Organizationsp. 125
Who Is Responsible for Learning in Organizations?p. 126
Types of Learning in Organizationsp. 127
Five Phases of the Learning Process in Organizationsp. 130
Applying the Learning Process Modelp. 150
Conclusionp. 152
The Developmental Organizationp. 155
Comparing Learning and Developmental Organizationsp. 155
Guiding Principles of Developmental Organizationsp. 162
Outcomes of Developmental Organizationsp. 165
A Blueprint for Creating the Developmental Organizationp. 170
Conclusionp. 175
Organizational Performance
Human Performance Technologyp. 179
A Definition of Human Performance Technologyp. 179
Human Performance Systemp. 186
Models of Human Performance Technologyp. 190
Conclusionp. 194
Performance Improvement and Managementp. 197
Performance Improvementp. 198
Models of Performance Improvementp. 200
Performance Managementp. 205
Organizational Responsibilities in Performance Managementp. 207
Organizational Leaders' Roles and Responsibilities in Performance Managementp. 210
Managers' Roles and Responsibilities in Performance Managementp. 213
HRD Professionals' Roles and Responsibilities in Performance Managementp. 221
Employees' Roles and Responsibilities in Performance Managementp. 221
The Performance Alignment Processp. 223
Conclusionp. 230
Performance Consultantp. 233
Performance Consultant Roles and Subrolesp. 234
Performance Consultant Responsibilitiesp. 235
Competencies and Skills of Performance Consultantsp. 236
Accountabilities and Abilities of Performance Consultantsp. 246
Areas of Expertisep. 247
Conclusionp. 252
Performance Consultingp. 255
Why Employees and Organizations Fail to Achieve Desired Performance Resultsp. 255
Identifying Different Type of Clientsp. 258
Focusing Performance Consulting Effortsp. 260
Responsibilities in Performance Consultingp. 261
Performance Consulting Modelp. 269
Performance Technology Modelp. 273
Conclusionp. 277
Organizational Change
Organizational Changep. 281
Conditions for Organizational Changep. 282
Organizational Culture and Changep. 284
Understanding Resiliencep. 287
Myths and Realities Concerning Organizational Changep. 288
Roles in the Change Processp. 296
Barriers to Organizational Changep. 299
Models of Organizational Changep. 300
HRD Professionals' Responsibilities When Implementing Changep. 312
Conclusionp. 313
Organizational Development Change Agentsp. 315
Values of Organizational Development Change Agentsp. 316
Roles and Skills of Organizational Development Change Agentsp. 316
Responsibilities of Organizational Development Change Agentsp. 325
Planning, Managing, and Evaluating Organizational Development Projectsp. 330
Conclusionp. 333
Organizational Development Consultingp. 335
Organizational Development Consulting: A Total System Approachp. 337
Goals and Objectives of OD Consultingp. 339
Characteristics of OD Consultingp. 341
Purposes of OD Consultingp. 341
Outcomes of OD Consultingp. 348
Phases of OD Consultingp. 348
Organizational Development Frameworksp. 355
Conclusionp. 365
Essential Practices in Organizational Learning, Performance, and Change
Analysis in Organizational Learning, Performance, and Changep. 369
Goals for Analysisp. 370
Obstacles to Analysisp. 370
A Strategic Approach to Analysisp. 372
Models of Analysisp. 385
Conclusionp. 395
Designing Learning and Performance Improvement Interventions and Change Initiativesp. 397
Design Principles and the Role of Designerp. 397
Intervention Design Modelsp. 399
Conclusionp. 413
Evaluation in Organizational Learning, Performance, and Changep. 415
Purpose of Evaluationp. 416
When to Evaluatep. 417
What to Evaluatep. 418
Building a Measurement Systemp. 419
Using Evaluation to Avoid Critical Errorsp. 420
Roles in Evaluationp. 421
The Evaluation Processp. 422
Outcomes of Evaluationp. 425
Models of Evaluationp. 426
Conclusionp. 440
Appendicesp. 441
Referencesp. 453
Indexp. 469
Table of Contents provided by Syndetics. All Rights Reserved.

ISBN: 9780738202488
ISBN-10: 0738202487
Audience: Professional
Format: Hardcover
Language: English
Number Of Pages: 488
Published: 1st September 2000
Country of Publication: US
Dimensions (cm): 24.05 x 15.75  x 3.99
Weight (kg): 0.92
Edition Number: 1