Organizational Learning, Performance And Change

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By: Jerry W. Gilley, Ann Maycunich

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Published: 1st September 2000

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"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 Figures	p. xi
Acknowledgments	p. xiii
Preface	p. xvii
An Introduction to Strategic HRD
Strategic Human Resource Development	p. 3
An Examination of Terms	p. 3
Definitions of HRD	p. 5
Forces Causing Change in HRD	p. 7
Misconceptions Surrounding HRD as a Profession	p. 8
Mission and Purpose of HRD	p. 11
Priorities HRD Professionals Should Address	p. 11
Creating Value Through HRD	p. 11
Outcomes of HRD	p. 13
Challenges Facing HRD	p. 14
The HRD Function for the Twenty-First Century	p. 16
The HRD Professional for the Twenty-First Century	p. 17
Organizational Learning, Performance, and Change	p. 19
Conclusion	p. 20
Transformation of HRD	p. 23
First-Level HRD	p. 23
Higher-Order HRD	p. 30
Conclusion	p. 49
Strategic HRD Leadership	p. 51
The HRD Leaders of Tomorrow	p. 52
Decentralization of HRD	p. 56
Characteristics of Effective Strategic HRD Leaders	p. 57
Knowledge of Strategic HRD Leaders	p. 58
Skills of Strategic HRD Leaders	p. 60
Abilities of Strategic HRD Leaders	p. 61
Roles of Strategic HRD Leaders	p. 62
Responsibilities of Strategic HRD Leaders	p. 69
Conclusion	p. 77
Principles of Strategic HRD Practice	p. 79
Effective HRD Practice Integrates Eclectic Theoretical Disciplines	p. 79
Effective HRD Practice Is Based on Satisfying Stakeholder Needs and Expectations	p. 85
Effective HRD Practice Is Responsive but Responsible	p. 86
Effective HRD Practice Uses Evaluation as a Continuous Quality Improvement Process	p. 87
Effective HRD Practice Is Designed to Improve Organization Effectiveness	p. 89
Effective HRD Practice Relies on Relationship Mapping to Enhance Operational Effectiveness	p. 90
Effective HRD Practice Is Linked to the Organization's Strategic Business Goals and Objectives	p. 91
Effective HRD Practice Is Based on Partnerships	p. 92
Effective HRD Practice Is Results Oriented	p. 94
Credibility Is Essential to the Success of HRD Practice	p. 94
Effective HRD Practice Utilizes Strategic Planning	p. 96
Effective HRD Practice Relies on the Analysis Process to Identify Priorities	p. 97
Effective HRD Practice Is Based on Purposeful and Meaningful Measurement	p. 97
Effective HRD Promotes Diversity and Equality in the Workplace	p. 99
Conclusion	p. 99
Organizational Learning
Learning Organizations and Action Learning	p. 103
Organizational Learning	p. 103
Learning Partnerships	p. 105
Learning Organizations	p. 106
Action Learning	p. 116
Conclusion	p. 122
Learning in Organizations	p. 125
Who Is Responsible for Learning in Organizations?	p. 126
Types of Learning in Organizations	p. 127
Five Phases of the Learning Process in Organizations	p. 130
Applying the Learning Process Model	p. 150
Conclusion	p. 152
The Developmental Organization	p. 155
Comparing Learning and Developmental Organizations	p. 155
Guiding Principles of Developmental Organizations	p. 162
Outcomes of Developmental Organizations	p. 165
A Blueprint for Creating the Developmental Organization	p. 170
Conclusion	p. 175
Organizational Performance
Human Performance Technology	p. 179
A Definition of Human Performance Technology	p. 179
Human Performance System	p. 186
Models of Human Performance Technology	p. 190
Conclusion	p. 194
Performance Improvement and Management	p. 197
Performance Improvement	p. 198
Models of Performance Improvement	p. 200
Performance Management	p. 205
Organizational Responsibilities in Performance Management	p. 207
Organizational Leaders' Roles and Responsibilities in Performance Management	p. 210
Managers' Roles and Responsibilities in Performance Management	p. 213
HRD Professionals' Roles and Responsibilities in Performance Management	p. 221
Employees' Roles and Responsibilities in Performance Management	p. 221
The Performance Alignment Process	p. 223
Conclusion	p. 230
Performance Consultant	p. 233
Performance Consultant Roles and Subroles	p. 234
Performance Consultant Responsibilities	p. 235
Competencies and Skills of Performance Consultants	p. 236
Accountabilities and Abilities of Performance Consultants	p. 246
Areas of Expertise	p. 247
Conclusion	p. 252
Performance Consulting	p. 255
Why Employees and Organizations Fail to Achieve Desired Performance Results	p. 255
Identifying Different Type of Clients	p. 258
Focusing Performance Consulting Efforts	p. 260
Responsibilities in Performance Consulting	p. 261
Performance Consulting Model	p. 269
Performance Technology Model	p. 273
Conclusion	p. 277
Organizational Change
Organizational Change	p. 281
Conditions for Organizational Change	p. 282
Organizational Culture and Change	p. 284
Understanding Resilience	p. 287
Myths and Realities Concerning Organizational Change	p. 288
Roles in the Change Process	p. 296
Barriers to Organizational Change	p. 299
Models of Organizational Change	p. 300
HRD Professionals' Responsibilities When Implementing Change	p. 312
Conclusion	p. 313
Organizational Development Change Agents	p. 315
Values of Organizational Development Change Agents	p. 316
Roles and Skills of Organizational Development Change Agents	p. 316
Responsibilities of Organizational Development Change Agents	p. 325
Planning, Managing, and Evaluating Organizational Development Projects	p. 330
Conclusion	p. 333
Organizational Development Consulting	p. 335
Organizational Development Consulting: A Total System Approach	p. 337
Goals and Objectives of OD Consulting	p. 339
Characteristics of OD Consulting	p. 341
Purposes of OD Consulting	p. 341
Outcomes of OD Consulting	p. 348
Phases of OD Consulting	p. 348
Organizational Development Frameworks	p. 355
Conclusion	p. 365
Essential Practices in Organizational Learning, Performance, and Change
Analysis in Organizational Learning, Performance, and Change	p. 369
Goals for Analysis	p. 370
Obstacles to Analysis	p. 370
A Strategic Approach to Analysis	p. 372
Models of Analysis	p. 385
Conclusion	p. 395
Designing Learning and Performance Improvement Interventions and Change Initiatives	p. 397
Design Principles and the Role of Designer	p. 397
Intervention Design Models	p. 399
Conclusion	p. 413
Evaluation in Organizational Learning, Performance, and Change	p. 415
Purpose of Evaluation	p. 416
When to Evaluate	p. 417
What to Evaluate	p. 418
Building a Measurement System	p. 419
Using Evaluation to Avoid Critical Errors	p. 420
Roles in Evaluation	p. 421
The Evaluation Process	p. 422
Outcomes of Evaluation	p. 425
Models of Evaluation	p. 426
Conclusion	p. 440
Appendices	p. 441
References	p. 453
Index	p. 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