Human resource development:
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Fort Worth, Tex. [u.a.]
Harcourt College Publ.
2002
|
| Ausgabe: | 3. ed. |
| Schriftenreihe: | Series in management
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXIII, 712 S. |
| ISBN: | 0030319323 |
Internformat
MARC
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| 100 | 1 | |a De Simone, Randy L. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Human resource development |c Randy L. DeSimone ; Jon M. Werner ; David M. Harris |
| 250 | |a 3. ed. | ||
| 264 | 1 | |a Fort Worth, Tex. [u.a.] |b Harcourt College Publ. |c 2002 | |
| 300 | |a XXIII, 712 S. | ||
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| 700 | 1 | |a Werner, Jon M. |e Verfasser |4 aut | |
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Datensatz im Suchindex
| _version_ | 1804129344377847808 |
|---|---|
| adam_text | Preface v
Chapter 1 Introduction to Human Resource Development 1
Chapter 2 Influences on Employee Behavior 33
Chapter 3 Learning and HRD 73
Chapter 4 Assessment of HRD Needs 125
Chapter 5 Designing Effective HRD Programs 163
Chapter 6 Implementing HRD Programs 189
Chapter 7 Evaluating HRD Programs 225
Chapter 8 Employee Orientation 279
Chapter 9 Skills and Technical Training 319
Chapter 10 Performance Management and Coaching 363
Chapter 11 Employee Counseling Services 397
Chapter 12 Career Management and Development 451
Chapter 13 Management Development 511
Chapter 14 Organization Development and Change 565
Chapter 15 HRD in a Culturally Diverse Environment 617
Glossary 655
Name Index 679
Subject Index 697
Preface v
Chapter I
Introduction to Human Resource Development 1
Introduction 2
The Evolution of Human Resource Development 4
Early Apprenticeship Training Programs 4
Early Vocational Education Programs 4
Early Factory Schools 5
Early Training Programs for Semiskilled and Unskilled Workers 5
The Human Relations Movement 6
The Establishment of the Training Profession 6
Emergence of Human Resource Development 7
The Relationship between Human Resource Management and HRD/ Training 7
Primary HRM Functions 8
Secondary HRM Functions 9
Line Versus Staff Authority 9
Human Resource Development Functions 9
Training and Development (T D) 10
Organization Development 12
Career Development 12
Strategic Management and HRD 12
The Supervisor s Role in HRD 15
Organizational Structure of the HRD Function 15
Roles of an HRD Professional 16
The HRD Executive/Manager 17
Other HRD Roles and Outputs for HRD Professionals 17
Certification and Education for HRD Professionals 18
Challenges to Organizations and to HRD Professionals 20
Changing Workforce Demographics 21
Competing in a Global Economy 21
Eliminating the Skills Gap 22
The Need for Lifelong Learning 22
Facilitating Organizational Learning 23
A Framework for the HRD Process 23
Needs Assessment Phase 24
Design Phase 25
Implementation Phase 26
Evaluation Phase 26
— — 1
CONTENTS
Organization of the Text 27
Summary 28
Web Sties Worth Clicking on 29
Key Terms and Concepts 29
Questions for Discussion 30
Exercise: Interview an HRD Professional 30
References 30
Chapter 2
Influences on Employee Behavior 33
Introduction 34
Model of Employee Behavior 35
Major Categories of Employee Behavior 36
External Influences on Employee Behavior 37
Factors in the External Environment 37
Factors in the Work Environment 39
Motivation: A Fundamental Internal Influence on Employee Bahavior 45
Need Based Theories of Motivation 46
Cognitive Process Theories of Motivation 49
Reinforcement Theory: A Noncognitive Theory of Motivation 56
Summary of Motivation 57
Other Internal Factors that Influence Employee Behavior 60
Attitudes 60
Knowledge, Skills, and Abilities (KSAs) 61
Summary 63
Key Terms and Concepts 65
Questions for Discussion 65
Exercise 66
References 66
Chapter 3
learning and hrd 73
Introduction 74
Learning and Instruction 75
The Search for Basic Learning Principles 76
Limits of Learning Principles in Improving Training Design 77
Instructional Psychology and Cognitive Psychology: The Current Wave of
Learning Research 77
Maximizing Learning 80
Trainee Characteristics 81
Training Design 84
Retention of What Is Learned 87
Transfer of Training 88
Individual Differences in the Learning Process 92
Rate of Progress 92
CONTENTS
XIII |
Attribute Treatment Interaction (ATI) 94
Training Adult and Older Workers 96
Learning Strategies and Styles 101
Kolb s Learning Styles 102
Learning Strategies 103
Perceptual Preferences 104
Recent Developments in Instructional and Cognitive Psychology 105
The ACF/ACT R Approach to Learning Procedural Skills 106
Learning to Regulate One s Own Behavior 107
Expert and Exceptional Performance 107
Gagne s Theory of Instruction 109
Summary 111
Key Terms and Concepts 114
Questions for Discussion 114
Exercise 115
References 116
Chapter 4
Assessment of hrd needs 125
Introduction 126
Definition and Purposes of Needs Assessment 128
What is a Training or HRD Need? 129
Levels of Needs Analysis 131
Strategic/Organizational Analysis 131
Components of a Strategic/Organizational Needs Analysis 132
Advantages of Conducting Strategic/Organizational Analysis 133
Methods of Strategic/Organizational Analysis 135
Task Analysis 137
The Task Analysis Process 140
An Example of a Task Analysis 144
Task Analysis: A Unique Approach by Boeing 145
Summary of Task Analysis 146
Person Analysis 146
Components of Person Analysis 148
Performance Appraisal in the Person Analysis Process 148
Developmental Needs 152
The Employee as a Source of Needs Assessment Information 153
The Benchmarks Specialized Person Analysis Instrument 153
Prioritizing HRD Needs 154
Participation in the Prioritization Process 154
The HRD Advisory Committee 154
The HRD Process Model Debate 155
Summary 157
Key Terms and Concepts 158
Questions for Discussion 158
Exercise 159
References 159
CONTENTS
CHAPTER 5
designing Effective HRD programs 163
Introduction 164
Defining the Objectives of the HRD Intervention 167
Exercises 1 and 2 170
The Make versus Buy Decision: Creating or Purchasing HRD Programs 171
Selecting the Trainer 173
Train the Trainer Programs 174
Preparing a Lesson Plan 175
Selecting Training Methods 177
Preparing Training Materials 182
Program Announcements 182
Program Outlines 182
Training Manuals or Textbooks 183
Scheduling the HRD Program 183
Scheduling during Work Hours 184
Scheduling after Work Hours 185
Registration and Enrollment Issues 185
Summary 186
Key Terms and Concepts 186
Questions for Discussion 186
References 187
Chapter 6
Implementing HRD Programs 189
Introduction 190
Training Delivery Methods 191
On the Job Training (OJT) Methods 193
Job Instruction Training (JIT) 195
Job Rotation 196
Coaching and Mentoring 196
Classroom Training Approaches 197
The Lecture Approach 197
The Discussion Method 198
Audiovisual Media 199
Experiential Methods 203
Self paced/Computer Based Training Media and Methods 210
Implementing the Training Program 215
Arranging the Physical Environment 215
Getting Started 217
Summary 218
Key Terms and Concepts 219
Questions for Discussion 219
Exercise 220
References 220
CONTENTS
xv I
Chapter 7
Evaluating hrd programs 225
Introduction 226
The Purpose of HRD Evaluation 227
How Often Are HRD Programs Evaluated? 229
The Evaluation of Training and HRD Programs Prior to Purchase 229
Evolution of Evaluation Efforts 230
Models and Frameworks of Evaluation 230
Kirkpatrick s Evaluation Framework 231
Other Frameworks and Models of Evaluation 233
Comparing Evaluation Frameworks 236
Data Collection for HRD Evaluation 238
Data Collection Methods 238
Choosing Data Collection Methods 242
Types of Data 243
The Use of Self Report Data 244
Research Design 245
Ethical Issues Concerning Evaluation 247
Confidentiality 248
Informed Consent 248
Withholding Training 248
Use of Deception 249
Pressure to Produce Positive Results 249
Assessing the Impact of HRD Programs in Dollar Terms 250
Evaluation of Training Costs 250
Exercise: A Utility Calculation 257
A Closing Comment on HRD Evaluation 259
Summary 260
Key Terms and Concepts 261
Questions for Discussion 261
References 262
APPENDIX 7 1: More on Research Design 267
Research Design Validity 267
Nonexperimental Designs 269
Experimental Designs 271
Quasi Experimental Designs 273
Statistical Power: Ensuring that a Change will be Detected if One Exists 274
Selecting a Research Design 276
Appendix References 277
Chapter 8
Employee Orientation 279
Introduction 280
Socialization: The Process of Becoming an Insider 281
The Fundamental Concepts of Socialization 282
Content of Socialization 285
Outcomes of Socialization 286
CONTENTS
Stage Models of the Socialization Process 287
People Processing Tactics and Strategies 291
Newcomers as Proactive Information Seekers 294
What Do Newcomers Need? 294
The Realistic fob Preview 295
How RJPs Are Used 297
Are RJPs Effective? 299
Employee Orientation Programs 300
Assessment and the Determination of Orientation Program Content 301
Orientation Roles 303
Problems with Orientation Programs 307
Designing and Implementing an Employee Orientation Program 308
Orientation Program Effectiveness 309
Summary 312
Key Terms and Concepts 313
Questions for Discussion 313
References 314
Chapter 9
Skills and Technical Training 319
Introduction 320
Basic Workplace Competencies 321
Basic Skills/Literacy Programs 323
Addressing Illiteracy in the Workplace 324
Designing an In House Basic Skills/Literacy Program 325
Federal Support far Basic Skills Training 327
Technical Training 328
Apprenticeship Training 328
Computer Training 331
Technical Skills/Knowledge Training 332
Safety Training 333
Quality Training 337
Quality Training and ISO 9000 340
Interpersonal Skills Training 342
Sales Training 342
Customer Relations/Service Training 343
Team Building/Training 346
Role of Labor Unions in Skills and Technical Training Programs 348
Joint Training Programs 349
Professional Development and Education 350
Continuing Education at Colleges and Universities 351
Continuing Education by Professional Associations 352
Company Sponsored Continuing Education 352
HRD Department s Role in Continuing Education 354
Summary 355
Key Terms and Concepts 355
CONTENTS
XVII I
Questions for Discussion 356
References 357
Chapter 10
Performance Management and Coaching 363
Introduction 364
The Need for Coaching 365
Coaching: A Positive Approach to Managing Performance 365
Performance Management and Coaching 366
Definition of Coaching 367
Role of Supervisor and Manager in Coaching 369
The HRD Professional s Role in Coaching 369
Coaching to Improve Poor Performance 370
Defining Poor Performance 370
Responding to Poor Performance 372
Conducting the Coaching Analysis 373
The Coaching Discussion 378
Maintaining Effective Performance and Encouraging Superior Performance 381
Skills Necessary for Effective Coaching 383
The Effectiveness of Coaching 385
Employee Participation in Discussion 386
Being Supportive 386
Using Constructive Criticism 386
Setting Performance Goals during Discussion 386
Training and the Supervisor s Credibility 387
Organizational Support 387
Closing Comments 388
Summary 389
Key Terms and Concepts 390
Questions for Discussion 391
References 391
Chapter 11
Employee Counseling Services 397
The Need for Employee Counseling Programs 398
Employee Counseling as an HRD Activity 400
Employee Counseling and Coaching 400
An Overview of Employee Counseling Programs 401
Components of the Typical Program 401
Who Provides the Service? 403
Characteristics of Effective Employee Counseling Programs 404
Employee Assistance Programs 404
Substance Abuse 405
Mental Health 406
The EAP Approach to Resolving Employee Personal Problems 408
Effectiveness of EAPs 413
CONTENTS
Stress Management Interventions 416
Defining Stress 417
AModelofSMIs 419
The Effectiveness of SMIs 419
Employee Wellness and Health Promotion Programs 421
Exercise and Fitness Interventions 424
Smoking Cessation 426
Nutrition and Weight Control Interventions 427
Control of Hypertension 428
Issues in Employee Counseling 428
Effectiveness of Employee Counseling Interventions 429
Legal Issues in Employee Counseling Programs 432
Whose Responsibility Is Employee Counseling? 433
Ethical Issues in Employee Counseling 434
Unintended Negative Outcomes of Employee Counseling Programs 436
Closing Comments 436
Summary 437
Key Terms and Concepts 438
Questions for Discussion 438
References 439
Chapter 12
Career Management and development 451
Introduction 452
The New Employment Relationship 453
Impact of the New Employment Relationship on Organizational Career
Management and Development 455
Defining Career Concepts 456
What Is a Career? 456
Relationship of Career to Nonwork Activities 457
Career Development 457
Career Planning and Career Management 458
Stages of Life and Career Development 459
Stage Views of Adult Development 460
Models of Career Development 465
Traditional Models of Career Development 465
Reconciling the Traditional and Contemporary Career Models 469
Life Stage and Career Models as the Conceptual Base for Career Development 470
The Process of Career Management 471
An Individually Oriented Management Model 471
Organizationally Oriented Career Management Models 474
Roles in Career Management 476
The Individual s Role 476
The Manager s Responsibility 477
The HRD and Career Development Professional s Responsibility 478
Career Development Practices and Activities 478
Self Assessment Tools and Activities 479
Individual Counseling or Career Discussions 481
CONTENTS
XIX I
Internal Labor Market Information Exchanges and Job Matching Systems 484
Organization Potential Assessment Processes 486
Development Programs 487
Issues in Career Development 490
Developing Career Motivation 491
The Career Plateau 492
Career Development for Nonexempt Employees 495
Enrichment: Career Development Without Advancement 496
Effective Career Development Systems 496
Summary 499
Key Terms and Concepts 500
Questions for Discussion 500
Exercise: A Career Planning Essay 501
References 503
Chapter 13
Management Development 511
Introduction 512
Extent of Management Development Activities 514
Organization of the Chapter 514
Describing the Manager s Job: Management Roles and Competencies 515
Approaches to Understanding the Job of Managing 516
Managers as Persons: A Holistic View of the Manager s Job 520
Importance of Needs Assessment in Determining Managerial Competencies 523
The Globally Competent Manager 524
What Competencies Will Future Managers Need? 527
Making Management Development Strategic 527
Management Education 530
Bachelor s or Master s Degree Programs in Business Administration 531
Executive Education Programs 533
Management Training and Experiences 537
Company Designed Courses 537
Company Academies, Colleges, and Corporate Universities 537
On the Job Experiences 539
Examples of Approaches Used to Develop Managers 544
Leadership Training 544
Behavior Modeling Training 549
Designing Management Development Programs 552
Summary 553
Key Terms and Concepts 554
Questions for Discussion 554
References 555
I
CONTENTS !
CHAPTER 14
ORGANIZATION DEVELOPMENT AND CHANGE 565
Introduction 566
Organization Development (OD) Defined 566
Plan of the Chapter 567
Organization Development Theories and Concepts 567
Change Process Theory 567
Implementation Theory 569
Limitations of Research Supporting OD Theories 571
Model of Planned Change 572
Designing an Intervention Strategy 574
Specific Roles 575
Designing the Intervention Strategy 578
Role of HRD Practitioners in the Design of OD Interventions 580
The Role of Labor Unions in OD Interventions 581
Types of Interventions: Human Processual 582
Survey Feedback 582
Team Building 583
Effectiveness of Human Processual Interventions 584
Types of Interventions: Technostructural 584
Job Enlargement 584
Job Enrichment 585
Alternative Work Schedules 585
Effectiveness of Technostructural Interventions 586
Types of Interventions: Sociotechnical Systems 587
Quality Circles 587
Total Quality Management 587
Self Managing Teams 591
Differences between TQM and SMT 593
HRD Programs as Sociotechnical Intervention Techniques 594
Types of Interventions: Organizational Transformation 594
Cultural Interventions 594
Strategic Changes 594
Becoming a Learning Organization 597
High Performance Work Systems 600
Effectiveness of Organizational Transformation Change Strategies 603
Role of HRD Practitioners in Design of OT Change 604
Whither Organization Development? 604
Summary 605
Key Terms and Concepts 606
Questions for Discussion 607
References 607
Chapter 15
HRD in a Culturally Diverse Environment 617
Introduction 618
Organizational Culture 619
CONTENTS
xxi I
Labor Market Changes and Discrimination 621
Treatment Discrimination 621
Equal Employment Opportunity 625
The Glass Ceiling 626
Impact of Recent Immigration Patterns 627
Adapting to Demographic Changes 628
Affirmative Action Programs 629
Valuing Differences and Diversity Training 631
Managing Diversity 634
Cross Cultural Education and Training Programs 638
Human Resource Development Programs for Culturally Diverse Employees 640
Socialization and Orientation 642
Career Development 643
Mentoring Women and Minorities 643
Sexual and Racial Harassment Training 644
Other Human Resource Management Programs and Processes 646
Closing Comments 647
Summary 648
Key Terms and Concepts 648
Questions for Discussion 649
References 649
GLOSSARY 6SS
NAME INDEX 679
SUBJECT INDEX 697
|
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| spelling | De Simone, Randy L. Verfasser aut Human resource development Randy L. DeSimone ; Jon M. Werner ; David M. Harris 3. ed. Fort Worth, Tex. [u.a.] Harcourt College Publ. 2002 XXIII, 712 S. txt rdacontent n rdamedia nc rdacarrier Series in management Career development Personnel management Personalentwicklung (DE-588)4121465-1 gnd rswk-swf Humanvermögen (DE-588)4240300-5 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Humanvermögen (DE-588)4240300-5 s Personalentwicklung (DE-588)4121465-1 s DE-604 Harris, David M. Verfasser aut Werner, Jon M. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009903783&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | De Simone, Randy L. Harris, David M. Werner, Jon M. Human resource development Career development Personnel management Personalentwicklung (DE-588)4121465-1 gnd Humanvermögen (DE-588)4240300-5 gnd |
| subject_GND | (DE-588)4121465-1 (DE-588)4240300-5 (DE-588)4123623-3 |
| title | Human resource development |
| title_auth | Human resource development |
| title_exact_search | Human resource development |
| title_full | Human resource development Randy L. DeSimone ; Jon M. Werner ; David M. Harris |
| title_fullStr | Human resource development Randy L. DeSimone ; Jon M. Werner ; David M. Harris |
| title_full_unstemmed | Human resource development Randy L. DeSimone ; Jon M. Werner ; David M. Harris |
| title_short | Human resource development |
| title_sort | human resource development |
| topic | Career development Personnel management Personalentwicklung (DE-588)4121465-1 gnd Humanvermögen (DE-588)4240300-5 gnd |
| topic_facet | Career development Personnel management Personalentwicklung Humanvermögen Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009903783&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT desimonerandyl humanresourcedevelopment AT harrisdavidm humanresourcedevelopment AT wernerjonm humanresourcedevelopment |