Principles of human resource development:
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cambridge, Mass.
Basic Books
2002
|
| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIV, 482 S. graph. Darst. |
| ISBN: | 0738206040 |
Internformat
MARC
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| 100 | 1 | |a Gilley, Jerry W. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Principles of human resource development |c Jerry W. Gilley ; Steven A. Eggland ; Ann Maycunich Gilley |
| 250 | |a 2. ed. | ||
| 264 | 1 | |a Cambridge, Mass. |b Basic Books |c 2002 | |
| 300 | |a XIV, 482 S. |b graph. Darst. | ||
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Datensatz im Suchindex
| _version_ | 1804136665958055936 |
|---|---|
| adam_text | Contents
List of Figures, xi
Dedication, xiii
About the Authors, xiv
1 Human Resource Development: An Introduction 1
What Is HRD? 2
What Are Human Resources? 4
What Is Development? 5
Essential Terms Defined, 7
The Mission and Purpose of HRD, 12
The Components of HRD, 13
Roles in HRD, 17
HRD Practice, 18
Professional Identity, 19
Strategy for Designing a Strategic HRD Function, 20
Conclusion, 24
PART ONE
COMPONENTS OF HRD
2 Individual Development 27
Evolution of Individual Development, 28
Roles in Individual Development, 29
Responsibilities in Individual Development, 30
Understanding How Employees Learn, 33
The Myth of Fixing Employee Weaknesses, 37
Learning Organizations, 39
Action Learning, 41
v
vj Contents
Improving Individual Development Through Learning Transfer, 46
Conclusion, 55
3 Career Development 57
Barriers to Career Development, 58
Introduction to Career Development, 59
Benefits of a Career Development System, 64
Career Development Within Organizations, 65
Organizations Responsibilities in Career Development, 67
Employees Responsibilities in Career Development, 87
Integration of Organizational and Employee Responsibilities, 92
Conclusion, 94
4 Performance Management 97
Evolution of Performance Management, 97
Types of Appraisal Opportunities that Improve Performance
Planning, 102
Two Critical Components of Performance Management:
Job Analysis and Design, 104
Human Performance System, 106
Performance Improvement Model, 109
Roles and Responsibilities in Performance Management, 110
Critical Strategies for Improving Performance in
Organizations, 124
Conclusion, 134
5 Organizational Development 137
What Is Organizational Development? 137
Characteristics of Organizational Development, 140
Goals and Objectives of Organizational Development, 141
Value of Organizational Development, 143
The Organizational Development Process, 144
The Change Agent, 149
Individual Development and Organizational Development:
A Relationship, 153
Conclusion, 158
Contents vii
PART TWO
ROLES AND COMPETENCIES IN HRD
6 Learning Agents, Instructional Designers, and
Performance Engineers 163
Learning Agents, 163
Criteria for Selecting Learning Agents, 165
Activities of Learning Agents, 166
Instructional Designers, 170
Subrole of Instructional Designers, 171
Activities of Instructional Designers, 174
Competencies of Instructional Designers, 178
Performance Engineers, 179
Conclusion, 185
7 HRD Consultants 187
Trends in HRD Consulting, 188
Why Organizations Use HRD Consultants, 190
Types of HRD Consulting and Consultants, 191
Responsibilities of HRD Consultants, 194
HRD Consultants Competencies and Skills, 195
Purposes of HRD Consulting, 198
Roles of HRD Consultants, 202
Applying the HRD Consulting Process, 208
Applying OD Roles During the OD Process, 214
Conclusion, 217
8 HRD Leaders 219
Why HRD Fails in Organizations and Who Is Responsible, 220
HRD Leaders in the Twenty First Century Organization, 222
Roles of HRD Leaders, 227
Competencies and Characteristics of Effective HRD Leaders, 234
Responsibilities of the HRD Leader, 236
Planning, Organizing, Staffing, and Controlling the
HRD Function, 237
Conclusion, 247
vjjj Contents
PART THREE
PRACTICES OF HRD
9 Analysis 251
Learning to Think Strategically, 252
Developing Support for Analysis Activities, 256
Needs Analysis, 259
Business Analysis, 260
Performance and Causal Analysis, 265
Organizational Analysis, 269
Conclusion, 296
10 Instructional Design 299
The Genesis of Individual Design, 299
Phases of Instructional Design, 300
Conclusion, 316
11 Learning Acquisition 319
The Ten Laws of Learning Acquisition, 320
Conclusion, 349
12 Learning Transfer 351
Factors Affecting Learning Transfer, 352
Learning Transfer Process, 356
Conclusion, 379
13 Evaluation 381
Evaluating HRD Philosophy and Practice, 382
Evaluating the Organizational Effectiveness Strategy, 388
Evaluating the Effectiveness of Partnerships, 396
Evaluating HRD Practice, 397
Evaluating HRD Tools and Techniques, 400
Validity, Reliability, and Utility, 401
Conclusion, 403
Contents ix
PART FOUR
BUILDING CREDIBILITY IN ORGANIZATIONS
14 Strategic Business Partnership 407
Why Are Strategic Business Partnerships Important? 408
Five Points of Developing Strategic Business Partnerships, 410
Creating a Customer Service Strategy, 413
Auditing HRD Interventions and Consulting Services, 417
Developing Collaborative Client Relationships, 419
Helping Clients Make Performance Improvement and Organizational
Development Decisions, 426
Identifying Demand States, 431
Conclusion, 438
15 Positioning HRD Within Organizations 439
Developing a Promotional Strategy for HRD, 439
Conclusion, 464
References, 465
Index, 475
List of Figures
1.1 Principles of HRD Model 14
3.1 Organizational Career Development 60
3.2 A Five Stage Approach to Career Development 93
4.1 Types of Employee Reviews 103
5.1 Career Development Responsibilities 158
7.1 HRD Consultant Model 203
7.2 Consulting Process and Consulting Roles Combined 216
7.3 Decision Applier and Engagement Roles 217
9.1 Organizational Analysis 271
10.1 Phases of Instructional Design 301
10.2 Performance Objectives by Cognitive Levels 305
10.3 Possible Structure of a Lesson 311
11.1 The Instructor Role Continuum 323
11.2 The Two Continuums of the Teaching Learning Process 324
11.3 Domains and Levels of Behavior for Determining
Learning Objectives 341
12.1 Sample Performance Improvement Plan 359
12.2 Learning Resource Methods 361
12.3 Organizational Performance Improvement Model 366
xi
xii 1 is! f f igurcs
13.1 Intervention Outcome Anah ms 3.NN
13.2 Organizational System 3lX
13.3 Hvaluating the Performance Management Swem 31 I
14.1 Creating a Customer Ser ice Strateg) 414
15.1 Creating a Promotional Strategs torliKI) 440
|
| adam_txt |
Contents
List of Figures, xi
Dedication, xiii
About the Authors, xiv
1 Human Resource Development: An Introduction 1
What Is HRD? 2
What Are Human Resources? 4
What Is Development? 5
Essential Terms Defined, 7
The Mission and Purpose of HRD, 12
The Components of HRD, 13
Roles in HRD, 17
HRD Practice, 18
Professional Identity, 19
Strategy for Designing a Strategic HRD Function, 20
Conclusion, 24
PART ONE
COMPONENTS OF HRD
2 Individual Development 27
Evolution of Individual Development, 28
Roles in Individual Development, 29
Responsibilities in Individual Development, 30
Understanding How Employees Learn, 33
The Myth of Fixing Employee Weaknesses, 37
Learning Organizations, 39
Action Learning, 41
v
vj Contents
Improving Individual Development Through Learning Transfer, 46
Conclusion, 55
3 Career Development 57
Barriers to Career Development, 58
Introduction to Career Development, 59
Benefits of a Career Development System, 64
Career Development Within Organizations, 65
Organizations' Responsibilities in Career Development, 67
Employees' Responsibilities in Career Development, 87
Integration of Organizational and Employee Responsibilities, 92
Conclusion, 94
4 Performance Management 97
Evolution of Performance Management, 97
Types of Appraisal Opportunities that Improve Performance
Planning, 102
Two Critical Components of Performance Management:
Job Analysis and Design, 104
Human Performance System, 106
Performance Improvement Model, 109
Roles and Responsibilities in Performance Management, 110
Critical Strategies for Improving Performance in
Organizations, 124
Conclusion, 134
5 Organizational Development 137
What Is Organizational Development? 137
Characteristics of Organizational Development, 140
Goals and Objectives of Organizational Development, 141
Value of Organizational Development, 143
The Organizational Development Process, 144
The Change Agent, 149
Individual Development and Organizational Development:
A Relationship, 153
Conclusion, 158
Contents vii
PART TWO
ROLES AND COMPETENCIES IN HRD
6 Learning Agents, Instructional Designers, and
Performance Engineers 163
Learning Agents, 163
Criteria for Selecting Learning Agents, 165
Activities of Learning Agents, 166
Instructional Designers, 170
Subrole of Instructional Designers, 171
Activities of Instructional Designers, 174
Competencies of Instructional Designers, 178
Performance Engineers, 179
Conclusion, 185
7 HRD Consultants 187
Trends in HRD Consulting, 188
Why Organizations Use HRD Consultants, 190
Types of HRD Consulting and Consultants, 191
Responsibilities of HRD Consultants, 194
HRD Consultants' Competencies and Skills, 195
Purposes of HRD Consulting, 198
Roles of HRD Consultants, 202
Applying the HRD Consulting Process, 208
Applying OD Roles During the OD Process, 214
Conclusion, 217
8 HRD Leaders 219
Why HRD Fails in Organizations and Who Is Responsible, 220
HRD Leaders in the Twenty First Century Organization, 222
Roles of HRD Leaders, 227
Competencies and Characteristics of Effective HRD Leaders, 234
Responsibilities of the HRD Leader, 236
Planning, Organizing, Staffing, and Controlling the
HRD Function, 237
Conclusion, 247
vjjj Contents
PART THREE
PRACTICES OF HRD
9 Analysis 251
Learning to Think Strategically, 252
Developing Support for Analysis Activities, 256
Needs Analysis, 259
Business Analysis, 260
Performance and Causal Analysis, 265
Organizational Analysis, 269
Conclusion, 296
10 Instructional Design 299
The Genesis of Individual Design, 299
Phases of Instructional Design, 300
Conclusion, 316
11 Learning Acquisition 319
The Ten Laws of Learning Acquisition, 320
Conclusion, 349
12 Learning Transfer 351
Factors Affecting Learning Transfer, 352
Learning Transfer Process, 356
Conclusion, 379
13 Evaluation 381
Evaluating HRD Philosophy and Practice, 382
Evaluating the Organizational Effectiveness Strategy, 388
Evaluating the Effectiveness of Partnerships, 396
Evaluating HRD Practice, 397
Evaluating HRD Tools and Techniques, 400
Validity, Reliability, and Utility, 401
Conclusion, 403
Contents ix
PART FOUR
BUILDING CREDIBILITY IN ORGANIZATIONS
14 Strategic Business Partnership 407
Why Are Strategic Business Partnerships Important? 408
Five Points of Developing Strategic Business Partnerships, 410
Creating a Customer Service Strategy, 413
Auditing HRD Interventions and Consulting Services, 417
Developing Collaborative Client Relationships, 419
Helping Clients Make Performance Improvement and Organizational
Development Decisions, 426
Identifying Demand States, 431
Conclusion, 438
15 Positioning HRD Within Organizations 439
Developing a Promotional Strategy for HRD, 439
Conclusion, 464
References, 465
Index, 475
List of Figures
1.1 Principles of HRD Model 14
3.1 Organizational Career Development 60
3.2 A Five Stage Approach to Career Development 93
4.1 Types of Employee Reviews 103
5.1 Career Development Responsibilities 158
7.1 HRD Consultant Model 203
7.2 Consulting Process and Consulting Roles Combined 216
7.3 Decision Applier and Engagement Roles 217
9.1 Organizational Analysis 271
10.1 Phases of Instructional Design 301
10.2 Performance Objectives by Cognitive Levels 305
10.3 Possible Structure of a Lesson 311
11.1 The Instructor Role Continuum 323
11.2 The Two Continuums of the Teaching Learning Process 324
11.3 Domains and Levels of Behavior for Determining
Learning Objectives 341
12.1 Sample Performance Improvement Plan 359
12.2 Learning Resource Methods 361
12.3 Organizational Performance Improvement Model 366
xi
xii 1 is! "f f igurcs
13.1 Intervention Outcome Anah ms 3.NN
13.2 Organizational System 3lX
13.3 Hvaluating the Performance Management Swem 31 I
14.1 Creating a Customer Ser\ ice Strateg) 414
15.1 Creating a Promotional Strategs torliKI) 440 |
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| illustrated | Illustrated |
| index_date | 2024-07-02T18:12:56Z |
| indexdate | 2024-07-09T21:00:01Z |
| institution | BVB |
| isbn | 0738206040 |
| language | English |
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| spelling | Gilley, Jerry W. Verfasser aut Principles of human resource development Jerry W. Gilley ; Steven A. Eggland ; Ann Maycunich Gilley 2. ed. Cambridge, Mass. Basic Books 2002 XIV, 482 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Personalentwicklung (DE-588)4121465-1 gnd rswk-swf Karriere (DE-588)4073274-5 gnd rswk-swf Karriere (DE-588)4073274-5 s DE-604 Personalentwicklung (DE-588)4121465-1 s Eggland, Steven A. Verfasser aut Gilley, Ann Maycunich Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015755471&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Gilley, Jerry W. Eggland, Steven A. Gilley, Ann Maycunich Principles of human resource development Personalentwicklung (DE-588)4121465-1 gnd Karriere (DE-588)4073274-5 gnd |
| subject_GND | (DE-588)4121465-1 (DE-588)4073274-5 |
| title | Principles of human resource development |
| title_auth | Principles of human resource development |
| title_exact_search | Principles of human resource development |
| title_exact_search_txtP | Principles of human resource development |
| title_full | Principles of human resource development Jerry W. Gilley ; Steven A. Eggland ; Ann Maycunich Gilley |
| title_fullStr | Principles of human resource development Jerry W. Gilley ; Steven A. Eggland ; Ann Maycunich Gilley |
| title_full_unstemmed | Principles of human resource development Jerry W. Gilley ; Steven A. Eggland ; Ann Maycunich Gilley |
| title_short | Principles of human resource development |
| title_sort | principles of human resource development |
| topic | Personalentwicklung (DE-588)4121465-1 gnd Karriere (DE-588)4073274-5 gnd |
| topic_facet | Personalentwicklung Karriere |
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