


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