Critical issues in HRD: a new agenda for the twenty-first century ; new perspectives in organizational learning, performance, and change
Gespeichert in:
| Weitere Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cambridge, Mass.
Perseus Publ.
2003
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| Schriftenreihe: | New perspectives in organizational learning, performance, and change
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverz. Inhaltsverzeichnis |
| Beschreibung: | XIV, 274 S. graph. Darst. |
| ISBN: | 0738207632 |
Internformat
MARC
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
List of Figures and Tables xi
Introduction xiii
1 ¦ A Return to Leadership 1
Chris Petty
What s Going on? 1
The Importance of Leadership, 2
Creating a Leadership Framework: The Leadership Continuum, 4
The New Organizational-Leadership Model, 6
Outcomes of Leadership, 20
The Leadership End-State: Organizational Will, 21
Conclusion, 22
2 ¦ Strategic HRD and Its Transformation 23
Jerry W. Gilley, Scott A. Quatro, and Susan A. Lynham
Activity-Based Versus Results-Driven HRD, 28
Redesigning and Repositioning HRD: The Domains of Strategic
HRD, 34
Transformation of HRD Programs: Using a Change-Alignment
Model to Move from Activity-Based to Results-Driven HRD, 37
Seven Keys to Succesful Transformation of HRD, 37
Conclusion, 48
3 ¦ Managing the Human Aspect of
Organizational Change 49
Jennifer V. Miller
Change as a Key Leadership Challenge, 50
vii
viii ¦ Contents
HRD as Strategic Partner to Senior Leadership, 50
What Is Change? 52
Organizational Change, 54
Intrapersonal Change, 57
Guiding Leaders through the Change Initiative, 60
How HRD Can Help Set the Stage for a Successful
Change Implementation, 62
Conclusion, 68
4 ¦ Globalization and HRD 69
Michael J. Marquardt
What Is Globalization? 69
Globalization: A Force for Evil or Good? 70
Critical Need for HRD in the Global Environment, 72
Eight Areas in Which HRD Can Positively Impact the Forces of
Globalization, 73
Planning and Implementing HRD Programs for a Global Future, 83
Establishing Societal Objectives in the Global Environment, 84
Conclusion: HRD and the Future, 85
5 ¦ A View to Human Capital Metrics 87
Gary D. Geroy and Donald L. Venneberg
Imaging, 88
Building the Concept, 89
The Human Capital Component, 89
Setting the Imperative... The False-Norming Phenomenon, 91
Metrics Versus Matrix, 93
Generational Values and the Need for Individualism as an
Influence to Human Capital Metrics, 98
Metrics as a Strategic Imperative, 101
Conclusion: Summary of Roles and Capacity, 102
6 ¦ Performance Management in the New Millennium 105
Ann Maycunich Gilley and Sharon K. Drake
The Changing Nature of Competitive Advantage, 105
Benefits of Performance Management, 106
Why Don t Individuals and Organizations
Perform as Expected? 107
Contents ¦ ix
Setting the Stage for Performance Management, 108
Performance-Management Process, 114
The Role of HRD, 121
Conclusion, 122
7 ¦ Performance Coaching 123
Jerry W. Gilley, Nathaniel W. Boughton, and Erik Hoekstra
Why Is Performance Coaching Important? 124
What Is Performance Coaching? 124
Characteristics of Effective Performance Coaches, 125
Frontiers of Performance Coaching, 127
Myths and Misconceptions of Performance Coaching, 127
Purposes of Performance Coaching, 128
Core Values of Performance Coaching, 130
The Performance-Coaching Process, 130
Roles in Performance Coaching, 133
Responsibilities in Performance Coaching, 135
Competencies in Performance Coaching, 136
Using Performance Coaching to Facilitate and Manage Change, 137
Using Performance Coaching to Facilitate Delegation as
a Development Strategy, 141
Why Managers Don t Delegate: Fallacies and Rationalizations, 143
Outcomes of Performance Coaching: Enhanced Self-Esteem and
Improved Business Results, 146
Conclusion, 146
8 ¦ Performance-Focused HRD 147
L. Michael Wykes
Key Tenets for Performance-Focused HRD Practice, 147
Performance Consulting: Doing the Work, 149
Conclusion, 159
9 ¦ Organizational Learning: A Reflective and
Representative Critical Issue for HRD 161
Jamie L Callahan
Background, 162
Organizational Learning as Representative of HRD, 164
Organizational Learning as Reflective of HRD, 166
x ¦ Contents
Organizational Learning or Learning within Organizations? 169
HRD: Individual or Organizational? 170
The Struggle for Identity, 171
Reconceptualizing HRD as a System of Action, 172
Conclusion, 175
10 ¦ Training and Transfer: Progress and Prospects 179
Reid Bates
The Nature of Training Transfer, 180
Extending the Transfer Paradigm: The Work Environment and
Beyond, 192
Conclusion, 196
11 ¦ A Framework for Refraining HRD Evaluation,
Practice, and Research 1
Hallie Preskill and Darlene Russ-Eft
Critical Issues and Current Challenges Related to HRD
Evaluation, 199
Refraining HRD Evaluation Theory and Practice, 203
Benefits of Using the Evaluation Framework, 212
Conclusion: Our Hopes, 213
12 ¦ Socially Conscious HRD 215
Laura L. Bierema and Michelle D Abundo
Assumptions of the Chapter, 216
Social Consciousness Defined, 217
Models of Organization Social Responsibility, 220
Auditing Social Responsibility, 221
Socially Conscious HRD, 224
A Model of Socially Conscious HRD, 230
Conclusion, 233
References 2
About the Contributors
Index 265
Figures and Tables
Figures
1.1 The Leadership Continuum 5
1.2 The New Organizational-Leadership Model 7
1.3 Leadership Styles 18
2.1 A Model for Redesigning and Repositioning HRD as a
Key Driver of Corporate Strategy 35
2.2 Lewin s Model and the Seven Keys to the
Transformation of HRD 38
3.1 Five Factors of Managing Complex Change 55
3.2 Missing Factors and Implications for the Change Process 56
3.3 The Change Curve 58
5.1 Composite Metrics View of Human Capital
Development Issues 94
5.2 Traditional View of Imposing Constraints of Role Evolution 95
5.3 New Model of Role (Core and Potential) 96
5.4 Organizational and Generational Influence of Role Diffusion
and Capacity Building 97
5.5 Intergenerational View of Need for Individualism and
Capacity Preference 99
5.6 Role and Desired Capacity 102
6.1 Balance between Job Demands and Abilities 113
6.2 The Performance-Management Process 115
xi
xii ¦ Figures and Tables
7.1 Change Model 134
8.1 The Performance-Consulting Process 149
8.2 Simplified Relationship Map 150
8.3 Factors Needed for Top Performance 152
8.4 Performance Variables: Simplified Version Showing
Location of Key Disconnects and Barriers 154
8.5 Sample Performance Model 158
9.1 Purpose of Action 173
10.1 Transfer Climate Constructs 194
10.2 Learning Transfer System Inventory: Conceptual Model of
Instrument Constructs 195
11.1 The Evaluation Process 206
12.1 Levels of Corporate Responsibility 221
12.2 Levels of Social Responsibility Audits 223
12.3 Kok et al. s Corporate Social Responsibility Audit Instrument
(2001) 223
12.4 Levels of Socially Conscious HRD 231
Tables
2.1 Implications of Our Changing World for Organizations and
Workers 25
2.2 An Overview of the Age-Shift Implications for Strategy Making
and Strategic Engagement in Organizations 26
5.1 Organizations Response Actions Relative to False
Organizational Norming 92
|
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| discipline | Wirtschaftswissenschaften |
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| spelling | Critical issues in HRD a new agenda for the twenty-first century ; new perspectives in organizational learning, performance, and change Ann Maycunich Gilley ... eds. Cambridge, Mass. Perseus Publ. 2003 XIV, 274 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier New perspectives in organizational learning, performance, and change Personnel management Personalentwicklung (DE-588)4121465-1 gnd rswk-swf (DE-588)4143413-4 Aufsatzsammlung gnd-content Personalentwicklung (DE-588)4121465-1 s DE-188 Gilley, Ann Maycunich edt http://www.loc.gov/catdir/toc/fy036/2003544906.html Inhaltsverz. HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022101097&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| subject_GND | (DE-588)4121465-1 (DE-588)4143413-4 |
| title | Critical issues in HRD a new agenda for the twenty-first century ; new perspectives in organizational learning, performance, and change |
| title_auth | Critical issues in HRD a new agenda for the twenty-first century ; new perspectives in organizational learning, performance, and change |
| title_exact_search | Critical issues in HRD a new agenda for the twenty-first century ; new perspectives in organizational learning, performance, and change |
| title_full | Critical issues in HRD a new agenda for the twenty-first century ; new perspectives in organizational learning, performance, and change Ann Maycunich Gilley ... eds. |
| title_fullStr | Critical issues in HRD a new agenda for the twenty-first century ; new perspectives in organizational learning, performance, and change Ann Maycunich Gilley ... eds. |
| title_full_unstemmed | Critical issues in HRD a new agenda for the twenty-first century ; new perspectives in organizational learning, performance, and change Ann Maycunich Gilley ... eds. |
| title_short | Critical issues in HRD |
| title_sort | critical issues in hrd a new agenda for the twenty first century new perspectives in organizational learning performance and change |
| title_sub | a new agenda for the twenty-first century ; new perspectives in organizational learning, performance, and change |
| topic | Personnel management Personalentwicklung (DE-588)4121465-1 gnd |
| topic_facet | Personnel management Personalentwicklung Aufsatzsammlung |
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