Human Resource Development

Höfundur: David Mankin (Útgáfa: 0)
Human Resource Development

Kaup valmöguleikar

Assuming no prior knowledge or experience, this textbook provides an up to date introduction to the key concepts and issues within the field of learning and development. Blending key theories and concepts with a practical approach, the text covers the core areas that line managers and HRD practitioners need to know in order to design, implement and evaluate formal training interventions. In addition to these core areas, more contemporary issues such as learning and development within small and medium sized enterprises, and the sharing and management of knowledge are outlined.

The textbook draws on a wide range of features to ensure and encourage learning and understanding. Within each chapter key concepts are introduced at the start of each chapter; other features include 'hints and tips' boxes, 'practitioner perspectives', and end of chapter case studies, and chapter revision questions. There is also a supporting online resource centre providing resources for students and lecturers.

Online Resource Centre For students Annotated web link updates to Government Policy and initiatives Annotated web links to professional associations and valuable sources of information Training plan exercise/simulation Examples of real-life plans and evaluations Bullet point outlines for the end of chapter self-assessment questions Indication of how the book maps on to CIPD standards For lecturers Additional case study material and notes for using the cases All artworks (tables, figures and diagrams).

Nánar um bókina

Útgefandi
Oxford University Press Academic UK
ISBN
9780192573360
Print ISBN
9780199283286
Format
Page Fidelity (PDF)
Útgáfa
0
Höfundar
David Mankin
Tungumál
English
Útgefið
2009-01-22
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Contents
  • List of Figures
  • List of Tables
  • Guide to Insights into Practice Boxes
  • How to Use this Book
  • How to Use the Online Resource Centre
  • PART 1 The Fundamentals of Human Resource Development
  • 1 The Context of Human Resource Development
  • 1.1 Introduction
  • 1.2 Globalization
  • 1.3 The implications of globalization for HRD
  • 1.4 National HRD and vocational education and training (VET)
  • 1.5 The implications of national HRD for HRD practitioners
  • 2 Global Perspectives on Human Resource Development
  • 2.1 Introduction
  • 2.2 Defining learning, training, and development
  • 2.3 The foundations of HRD
  • 2.4 The evolution of the theory and practice of HRD
  • 2.5 The shift from training to learning
  • 2.6 The shift from formal interventions to informal workplace learning
  • 2.7 The shift from psychological to sociological perspectives on learning
  • 2.8 The shift from the trainer as an instructional expert to a business partner
  • 2.9 The shift from the development of human capital to the development of intellectual capital
  • 2.10 The shift from centralized training departments and large teams of internal trainers to more va
  • 2.11 The current debate
  • 2.12 Emerging perspectives on HRD
  • 3 Developing an HRD Strategy
  • 3.1 Introduction
  • 3.2 Factors influencing strategic human resource development
  • 3.3 Developing an HRD strategy
  • 3.4 Implications for practice of a strategic approach to human resource development
  • PART 2 The Operational Role of Human Resource Development
  • 4 The Role and Theory of Learning
  • 4.1 Introduction
  • 4.2 Psychological learning theories
  • 4.3 Sociological learning theories
  • 4.4 Learning approaches to problem-solving
  • 4.5 Learning approaches to reflective practice
  • 4.6 Learning approaches to self-directed learning and e-learning
  • 4.7 The role of motivation in adult learning
  • 4.8 Potential barriers to learning
  • 5 A Systematic Approach to HRD
  • 5.1 Introduction
  • 5.2 Formal training and development interventions
  • 5.3 The HRD cycle
  • 5.4 A robust approach?
  • 6 Identifying HRD Needs
  • 6.1 Introduction
  • 6.2 The purpose of TNAs
  • 6.3 Organization-level TNA
  • 6.4 Department-level or operational-level TNA
  • 6.5 Individual-level TNA
  • 6.6 The requirements for an effective TNA
  • 7 Designing Learning and Development Interventions
  • 7.1 Introduction
  • 7.2 Constraints
  • 7.3 Key stages in the design process
  • 7.4 Aim and objectives
  • 7.5 Selecting a ‘learning or training strategy’
  • 7.6 Evaluation methods
  • 7.7 Content, methods, sequence, structure, and media
  • 7.8 Venue selection
  • 7.9 Incorporating relevant learning theory
  • 8 Delivery of Learning and Development Interventions
  • 8.1 Introduction
  • 8.2 The effective organization development (OD) project manager
  • 8.3 The effective trainer
  • 8.4 The effective career developer
  • 8.5 The effective online tutor
  • 8.6 The effective facilitator
  • 8.7 The effective coach
  • 8.8 The effective mentor
  • 8.9 Reasons for ineffective interventions
  • 8.10 International trends
  • 9 The Evaluation of Learning and Development Interventions
  • 9.1 Introduction
  • 9.2 The purpose of evaluation
  • 9.3 Different models of evaluation
  • 9.4 Criticisms of evaluation models
  • 9.5 A business approach to evaluation
  • 9.6 The return on investment (ROI) model of evaluation
  • 9.7 The future of evaluation
  • 9.8 Measuring performance
  • PART 3 The Key Themes in Human Resource Development
  • 10 Managing or Nurturing Knowledge
  • 10.1 Introduction
  • 10.2 Knowledge
  • 10.3 Knowledge management
  • 10.4 Knowledge work and knowledge workers
  • 10.5 Human resource development and knowledge management
  • 10.6 Developing human and social capital
  • 11 Integrating Learning with Work
  • 11.1 Introduction
  • 11.2 The relationship between knowledge, knowledge management, and learning
  • 11.3 Informal learning in the workplace
  • 11.4 Why the growth of interest in informal learning?
  • 11.5 Facilitators of and obstacles to integrating learning with work
  • 11.6 The role of the HRD practitioner and line manager in integrating learning in the workplace
  • 11.7 The enhanced HRD cycle
  • 12 HRD in Small and Medium Sized Enterprises (SMEs)
  • 12.1 Introduction
  • 12.2 Small and medium sized enterprises (SMEs)
  • 12.3 Human resource development in SMEs
  • 12.4 Formal HRD provision
  • 12.5 Informal learning in SMEs
  • 13 Managing the HRD Function
  • 13.1 Introduction
  • 13.2 The HRD wheel: factors influencing the role, responsibilities, and structure of the HRD functio
  • 13.3 The HRD wheel: managing processes, products, and services
  • 13.4 The HRD wheel: managing people
  • 13.5 Design options for the HRD function
  • 14 The Ethical Practitioner
  • 14.1 Introduction
  • 14.2 Global trends
  • 14.3 Business ethics
  • 14.4 HRD and business ethics
  • 14.5 Corporate social responsibility (CSR)
  • 14.6 Human resource development (HRD) and corporate social responsibility (CSR)
  • 15 Continuing Professional Development and Reflective Practice
  • 15.1 Introduction
  • 15.2 Key competencies for the practice of HRD
  • 15.3 Continuing professional development
  • 15.4 Looking to the future
  • 15.5 The principal challenges
  • 15.6 International trends
  • Glossary
  • A
  • B
  • C
  • D
  • E
  • F
  • G
  • H
  • I
  • J
  • K
  • L
  • M
  • N
  • O
  • P
  • R
  • S
  • T
  • V
  • Bibliography
  • Index
  • A
  • B
  • C
  • D
  • E
  • F
  • G
  • H
  • I
  • J
  • K
  • L
  • M
  • N
  • O
  • P
  • R
  • S
  • T
  • U
  • V
  • W
  • Z