Human resource development: talent development
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| Format: | Buch |
| Sprache: | English |
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Australia
Cengage Learning
[2017]
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| Ausgabe: | seventh edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | ISBN 978-1-337-29653-3 von Rückseite der Haupttztelseite ; ISBN 978-0-357-04251-9 vom rückwärtigen Umschlag. |
| Beschreibung: | XXIII, 645 Seiten |
| ISBN: | 9781337296533 9780357042519 |
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| 245 | 1 | 0 | |a Human resource development |b talent development |c Jon M. Werner |
| 250 | |a seventh edition | ||
| 264 | 1 | |a Australia |b Cengage Learning |c [2017] | |
| 300 | |a XXIII, 645 Seiten | ||
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| 650 | 4 | |a Personnel management | |
| 650 | 4 | |a Career development | |
| 856 | 4 | 2 | |m Digitalisierung UB Bamberg - ADAM Catalogue Enrichment |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032041924&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
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Datensatz im Suchindex
| _version_ | 1804181316261904384 |
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| adam_text | Contents Preface PART 1 xx FOUNDATIONS OF HUMAN RESOURCE DEVELOPMENT INTRODUCTION TO HUMAN RESOURCE DEVELOPMENT 1 2 INTRODUCTION 4 THE PROGRESSION TOWARD A FIELD OF HUMAN RESOURCE DEVELOPMENT 5 Early Apprenticeship Training Programs 5 Early Vocational Education Programs 6 Early Factory Schools 6 Early Training Programs for Semiskilled and Unskilled Workers 7 The Human Relations Movement 7 The Establishment of the Training Profession 7 Emergence of Human Resource Development 8 THE RELATIONSHIP BETWEEN HUMAN RESOURCE MANAGEMENT AND HRDTTRAINING 8 Secondary HRM Functions 10 Line versus Staff Authority 10 HUMAN RESOURCE DEVELOPMENT FUNCTIONS 10 Training and Development (T D) 10 Career Development 11 Organization Development 11 An Updated “Learning and Performance Wheel” Strategic Management and HRD 13 The Supervisor’s Role in HRD 15 Organizational Structure of the HRD Function 15 12
ROLES AND COMPETENCIES OF AN HRD PROFESSIONAL 16 The HRD Executive/Manager 17 Other HRD Roles and Outputs for HRD Professionals 18 Certification and Education for HRD Professionals 19 CHALLENGES TO ORGANIZATIONS AND TO HRD PROFESSIONALS 21 Competing in a Turbulent Global Economy 21 Addressing the Skills Gap 22 Increasing Workforce Diversity 22 The Need for Lifelong Learning 23 Facilitating Organizational Learning 23 Addressing Ethical Dilemmas 24 A FRAMEWORK FOR THE HRD PROCESS 24 Needs Assessment Phase 25 Design Phase 26 Implementation Phase 27 Evaluation Phase 27 ORGANIZATION OF THE TEXT 27 SUMMARY 29 QUESTIONS FOR DISCUSSION 30 EXERCISE: INTERVIEW AN HRD PROFESSIONAL 30 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 30 NOTES 31 INFLUENCES ON EMPLOYEE BEHAVIOR 36 INTRODUCTION 38 MODEL OF EMPLOYEE BEHAVIOR 38 Major Categories of Employee Behavior 39 EXTERNAL INFLUENCES ON EMPLOYEE BEHAVIOR 40 Factors in the External Environment 40 Factors in the Work Environment 41 MOTIVATION: A FUNDAMENTAL INTERNAL INFLUENCE ON EMPLOYEE BEHAVIOR 46 Need-Based Theories of Motivation 47 Cognitive Process Theories of Motivation 49 Reinforcement Theory: A Noncognitive Theory of Motivation 54 Summary of Motivation 55
OTHER INTERNAL FACTORS THAT INFLUENCE EMPLOYEE BEHAVIOR 58 Attitudes 58 Knowledge, Skills, and Abilities 59 SUMMARY 60 QUESTIONS FOR DISCUSSION 61 EXERCISE 1: INCREASING EMPLOYEE MOTIVATION 62 EXERCISE 2: MOTIVATION THEORIES AND YOU 62 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 63 NOTES 64 LEARNING AND HRD 72 INTRODUCTION 74 LEARNING AND INSTRUCTION 75 The Search for Basic Learning Principles 75 Limits of Learning Principles in Improving Training Design 76 The Impact of Instructional and Cognitive Psychology on Learning Research MAXIMIZING LEARNING 77 76 Trainee Characteristics 77 Training Design 81 Retention of What Is Learned 84 Transfer of Training 85 A NEW FOCUS ON INFORMAL LEARNING 88 INDIVIDUAL DIFFERENCES IN THE LEARNING PROCESS 88 Rate of Progress 89 Attribute-Treatment Interaction (ATI) 90 Training Adult and Older Workers 91 LEARNING STYLES AND STRATEGIES 94 Kolb’s Learning Styles 94 Learning Strategies 96 Perceptual Preferences 96 FURTHER CONTRIBUTIONS FROM INSTRUCTIONAL AND COGNITIVE PSYCHOLOGY 97 The ACT7ACT-R Approach to Learning Procedural Skills 97 Learning to Regulate One’s Own Behavior 98 Expert and Exceptional Performance 99 Gagne’s Theory of Instruction 100
viii Contents SUMMARY 103 QUESTIONS FOR DISCUSSION 104 EXERCISE 1: LEARNING STYLES 105 EXERCISE 2: VARK QUESTIONNAIRE 105 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 105 NOTES 106 PART 2 FRAMEWORK FOR HUMAN RESOURCE DEVELOPMENT 4 ASSESSING HRD NEEDS 118 INTRODUCTION 119 Definition and Purposes of Needs Assessment 121 What Is a Training or HRD Need? 122 Levels of Needs Analysis 123 STRATEGIC/ORGANIZATIONAL ANALYSIS 123 Components of a Strategic/Organizational Needs Analysis 124 Advantages of Conducting a Strategic/Organizational Analysis 125 Methods of Strategic/Organizational Analysis 126 TASK ANALYSIS 128 The Task Analysis Process 129 An Example of a Task Analysis: Texas Instruments 132 A Task Analysis Approach at Boeing 133 Summary of Task Analysis 133 PERSON ANALYSIS 134 Components of Person Analysis 134 Performance Appraisal in the Person Analysis Process 134 Developmental Needs 138 The Employee as a Source of Needs Assessment Information 139 The “Benchmarks” Specialized Person Analysis Instrument 139 COMPETENCY MODELING 139 PRIORITIZING HRD NEEDS 140 Participation in the Prioritization Process 140 The HRD Advisory Committee 140 THE HRD PROCESS MODEL DEBATE 141 How Technology Changes Needs Assessment 143 SUMMARY 144 QUESTIONS FOR DISCUSSION 144 117
Contents EXERCISE: CONDUCTING A TASK ANALYSIS 145 INTEGRATIVE CASE: CATHAY PACIFIC AIRWAYS 145 SUMMARIES AND OUESTIONS FOR BUSINESS INSIGHTS READINGS NOTES 146 147 DESIGNING EFFECTIVE HRD PROGRAMS INTRODUCTION 154 155 DEFINING THE OBJECTIVES OF THE HRD INTERVENTION 158 THE “MAKE-VERSUS-BUY” DECISION: CREATING OR PURCHASING HRD PROGRAMS SELECTING THE TRAINER 164 Train-the-Trainer Programs Preparing a Lesson Plan 165 166 SELECTING TRAINING METHODS AND MEDIA PREPARING TRAINING MATERIALS Program Announcements Program Outlines 167 171 171 172 Training Manuals or Textbooks SCHEDULING AN HRD PROGRAM 172 173 Scheduling during Work Hours Scheduling after Work Hours 173 174 Registration and Enrollment Issues SUMMARY 162 174 176 QUESTIONS FOR DISCUSSION 176 EXERCISE 1 : OBJECTIVE WRITING FOR A DIVERSITY TRAINING PROGRAM 177 EXERCISE 2: OBJECTIVE WRITING AND DESIGN DECISIONS FOR A TRAINING PROGRAM OF YOUR CHOICE 177 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS NOTES 178 IMPLEMENTING HRD PROGRAMS INTRODUCTION 183 TRAINING DELIVERY METHODS 184 ON-THE-JOB TRAINING (OJT) METHODS JOB INSTRUCTION TRAINING (JIT) Job Rotation 182 186 188 189 CLASSROOM TRAINING APPROACHES 190 177 IX
THE LECTURE APPROACH THE DISCUSSION METHOD 190 191 AUDIOVISUAL MEDIA 192 Experiential Methods 196 PROMOTING LEARNER REFLECTION 201 COMPUTER-BASED TRAINING (CLASSROOM-BASED) 201 SELF-PACED/COMPUTER-BASED TRAINING MEDIA AND METHODS 202 SOME FINAL ISSUES CONCERNING TRAINING PROGRAM IMPLEMENTATION 205 ARRANGING THE PHYSICAL ENVIRONMENT 206 GETTING STARTED 208 SUMMARY 210 QUESTIONS FOR DISCUSSION 211 EXERCISE 1 : GENERATING QUESTIONS TO USE WHEN LEADING A DISCUSSION 211 EXERCISE 2: DESIGNING E-LEARNING MATERIALS 212 INTEGRATIVE CASE: HSBC’S CLIMATE CHAMPIONS PROGRAMME 212 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 212 NOTES 213 EVALUATING HRD PROGRAMS 222 INTRODUCTION 223 THE DEFINITION AND PURPOSE OF HRD EVALUATION 225 HOW OFTEN ARE HRD PROGRAMS EVALUATED? 226 THE EVALUATION OF TRAINING AND HRD PROGRAMS PRIOR TO PURCHASE 226 CHANGING EVALUATION EMPHASES 227 MODELS AND FRAMEWORKS OF EVALUATION 227 KIRKPATRICK’S EVALUATION FRAMEWORK 227 OTHER FRAMEWORKS OR MODELS OF EVALUATION 229 COMPARING EVALUATION FRAMEWORKS 230 A STAKEHOLDER APPROACH TO TRAINING EVALUATION 233 DATA COLLECTION FOR HRD EVALUATION 235 DATA COLLECTION METHODS 235 CHOOSING DATA COLLECTION METHODS 237 TYPES OF DATA 238 THE USE OF SELF-REPORT DATA 239 RESEARCH DESIGN 239 ETHICAL ISSUES CONCERNING EVALUATION RESEARCH 242 Confidentiality 242
Contents Informed Consent 242 Withholding Training 242 Use of Deception 243 Pressure to Produce Positive Results 243 ASSESSING THE IMPACT OF HRD PROGRAMS IN MONETARY TERMS 243 Evaluation of Training Costs 244 HOW TECHNOLOGY IMPACTS HRD EVALUATION 250 CLOSING COMMENTS ON HRD EVALUATION 252 SUMMARY 253 QUESTIONS FOR DISCUSSION 254 EXERCISE: CALCULATING THE COSTS AND BENEFITS OF TRAINING 255 INTEGRATIVE CASE: WHAT WENT WRONG AT UNIVERSITY HOSPITAL? 256 APPENDIX 7-1 MORE ON RESEARCH DESIGN 257 RESEARCH DESIGN VALIDITY 257 NONEXPERIMENTAL DESIGNS 258 Case Study 259 Relational Research 259 One-Group Pretest-Post-Test Design 259 Reconsideration of Nonexperimental Research Designs 260 EXPERIMENTAL DESIGNS 261 Pretest-Post-Test with Control Design 261 Post-Test-Only with Control Design 261 Solomon Four-Group Design 262 QUASI-EXPERIMENTAL DESIGNS 263 Nonequivalent Control Group Design Time Series Design 263 263 STATISTICAL POWER: ENSURING THAT A CHANGE WILL BE DETECTED IF ONE EXISTS SELECTING A RESEARCH DESIGN 265 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 267 NOTES 267 PART 3 І HUMAN RESOURCE DEVELOPMENT APPLICATIONS 277 ONBOARDING: EMPLOYEE SOCIALIZATION AND ORIENTATION INTRODUCTION 280 SOCIALIZATION: THE PROCESS OF BECOMING AN INSIDER Some Fundamental Concepts of Socialization 281 281 278 264 xi
VARIOUS PERSPECTIVES ON THE SOCIALIZATION PROCESS 285 Stage Models of Socialization 285 People Processing Tactics and Strategies 287 Newcomers as Proactive Information Seekers 287 What Do Newcomers Need? 288 THE REALISTIC JOB PREVIEW 289 How Realistic Job Previews Are Used 291 Are Realistic Job Previews Effective? 292 Employee Orientation Programs 293 Assessment and the Determination of Orientation Program Content 294 Orientation Roles 295 Designing and Implementing an Employee Orientation Program 300 Evaluation of Orientation Program Effectiveness 301 SUMMARY 304 QUESTIONS FOR DISCUSSION 304 EXERCISE: DESIGNING A TECHNOLOGY-ENHANCED ORIENTATION PROGRAM 305 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 305 NOTES 306 SKILLS AND TECHNICAL TRAINING 314 INTRODUCTION 315 BASIC WORKPLACE COMPETENCIES 316 BASIC SKILLS/LITERACY PROGRAMS 317 Addressing Illiteracy in the Workplace 318 Designing an In-House Basic Skills/Literacy Program 318 Federal Support for Basic Skills Training 319 TECHNICAL TRAINING 321 Apprenticeship Training Programs 321 Computer Training Programs 322 Technical Skills/Knowledge Training 323 Safety Training 324 Quality Training 327 INTERPERSONAL SKILLS TRAINING 330 Sales Training 331 Customer Relations/Service Training 331 Team Building/Training 333
Contents ROLE OF LABOR UNIONS IN SKILLS AND TECHNICAL TRAINING PROGRAMS 335 Joint Training Programs 335 PROFESSIONAL DEVELOPMENT AND EDUCATION 336 Continuing Education at Colleges and Universities 337 Continuing Education by Professional Associations 337 Company-Sponsored Continuing Education 338 HRD Departments’ Role in Continuing Education 338 SUMMARY 339 QUESTIONS FOR DISCUSSION 340 EXERCISE: EVALUATING A CLASS PROJECT TEAM 340 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 341 NOTES 341 COACHING AND PERFORMANCE MANAGEMENT 350 INTRODUCTION 352 THE NEED FOR COACHING 352 COACHING: A POSITIVE APPROACH TO MANAGING PERFORMANCE 353 COACHING AND PERFORMANCE MANAGEMENT 353 DEFINITION OF COACHING 355 ROLE OF THE SUPERVISOR AND MANAGER IN COACHING THE HRD PROFESSIONALS ROLE IN COACHING 356 COACHING TO IMPROVE POOR PERFORMANCE 357 DEFINING POOR PERFORMANCE 357 356 RESPONDING TO POOR PERFORMANCE 359 CONDUCTING THE COACHING ANALYSIS 360 The Coaching Discussion 363 MAINTAINING EFFECTIVE PERFORMANCE AND ENCOURAGING SUPERIOR PERFORMANCE 367 SKILLS NECESSARY FOR EFFECTIVE COACHING 367 THE EFFECTIVENESS OF COACHING 370 EMPLOYEE PARTICIPATION IN DISCUSSION 371 BEING SUPPORTIVE 371 USING CONSTRUCTIVE CRITICISM 371 SETTING PERFORMANCE GOALS DURING DISCUSSION 372 TRAINING AND THE SUPERVISOR’S CREDIBILITY 372 ORGANIZATIONAL SUPPORT 372 xiii
CLOSING COMMENTS ON COACHING AND PERFORMANCE MANAGEMENT 372 Technology, Coaching, and Performance Management 373 SUMMARY 376 QUESTIONS FOR DISCUSSION 377 EXERCISE 1: DESIGN YOUR OWN PERFORMANCE MANAGEMENT SYSTEM 378 EXERCISE 2: CONDUCT A PERFORMANCE REVIEW MEETING 378 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 378 NOTES 379 EMPLOYEE COUNSELING, WELL-BEING, AND WELLNESS 388 INTRODUCTION 389 Employee Counseling as an HRD Activity 391 The Link between Employee Counseling and Coaching 391 AN OVERVIEW OF EMPLOYEE COUNSELING PROGRAMS 392 Components of a Typical Program 392 Who Provides the Service? 393 Characteristics of Effective Employee Counseling Programs 394 EMPLOYEE ASSISTANCE PROGRAMS 394 Substance Abuse 395 Mental Health 395 The EAP Approach to Resolving Employee Personal Problems 396 Effectiveness of EAPs 399 STRESS MANAGEMENT INTERVENTIONS 401 Defining Stress 402 A Model of Stress Management Interventions 403 The Effectiveness of Stress Management Interventions 404 EMPLOYEE WELLNESS AND HEALTH PROMOTION PROGRAMS 405 EXERCISE AND FITNESS INTERVENTIONS 406 SMOKING CESSATION 409 Nutrition and Weight Control Interventions 409 Control of Hypertension 410 Overall Effectiveness of Health and Wellness Programs 411 ISSUES IN EMPLOYEE COUNSELING 412 Effectiveness of Employee Counseling Interventions 412 Legal Issues in Employee Counseling Programs 413 Whose Responsibility Is Employee Counseling? 414
Contents Ethical Issues in Employee Counseling 414 Unintended Negative Outcomes of Employee Counseling Programs 415 CLOSING COMMENTS 415 SUMMARY 416 QUESTIONS FOR DISCUSSION 417 EXERCISE: HOW ARE YOU DEALING WITH STRESS? 418 INTEGRATIVE CASE STUDY: WELLNESS EFFORTS AT KPMG 418 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 419 NOTES 419 CAREER MANAGEMENT AND DEVELOPMENT 430 INTRODUCTION 431 The “New” Employment Relationship 432 Impact of the “New” Employment Relationship on Organizational Career Management and Development 434 DEFINING CAREER CONCEPTS 435 What Is a Career? 435 Relationship of Career to Nonwork Activities 436 Career Development 436 Career Planning and Career Management 436 STAGES OF LIFE AND CAREER DEVELOPMENT 438 Stage Views of Adult Development 438 MODELS OF CAREER DEVELOPMENT 442 Traditional Models of Career Development 442 Reconciling the Contrasting Career Models 445 Life Stage and Career Models as the Conceptual Base for Career Development 446 THE PROCESS OF CAREER MANAGEMENT 446 An Individually Oriented Career Management Model 446 Organizationally Oriented Career Management Models 448 ROLES IN CAREER MANAGEMENT 450 The Individual’s Role 450 The Manager’s Responsibility 451 The HRD and Career Development Professional’s Responsibility 451 CAREER DEVELOPMENT PRACTICES AND ACTIVITIES 452 Self-Assessment Tools and Activities 452 Individual Counseling or Career Discussions 454 XV
xvi Contents Internal Labor Market Information Exchanges and Job Matching Systems 456 Organization Potential Assessment Processes 457 Developmental Programs 458 ISSUES IN CAREER DEVELOPMENT 461 Developing Career Motivation 461 The Career Plateau 462 Career Development for Nonexempt Employees 463 Enrichment: Career Development without Advancement 464 DELIVERING EFFECTIVE CAREER DEVELOPMENT SYSTEMS 465 SUMMARY 468 QUESTIONS FOR DISCUSSION 469 EXERCISE 1: A CAREER-PLANNING ESSAY 469 Assignment 470 EXERCISE 2: THE FIVE-YEAR RESUME 470 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 471 NOTES 472 MANAGEMENT DEVELOPMENT 484 INTRODUCTION 485 Extent of Management Development Activities 487 Organization of the Chapter 487 DESCRIBING THE MANAGER’S JOB: ROLES AND COMPETENCIES 487 APPROACHES TO UNDERSTANDING THE JOB OF MANAGING 488 Managers as Persons: A Holistic View of the Manager’s Job 489 Importance of Needs Assessment in Determining Managerial Competencies 493 The Globally Competent Manager 493 What Competencies Will Future Managers Need? 495 MAKING MANAGEMENT DEVELOPMENT STRATEGIC 495 MANAGEMENT EDUCATION 497 BACHELOR’S AND MASTER’S DEGREE PROGRAMS IN BUSINESS ADMINISTRATION 497 EXECUTIVE EDUCATION PROGRAMS 499 MANAGEMENT TRAINING AND EXPERIENCES 501 Company-Designed Courses 501 Corporate Universities 502 On-the-Job Experiences 503
EXAMPLES OF APPROACHES USED TO DEVELOP MANAGERS 506 Leadership Training 506 Behavior Modeling Training 509 DESIGNING EFFECTIVE MANAGEMENT DEVELOPMENT PROGRAMS 511 SUMMARY 513 QUESTIONS FOR DISCUSSION 513 EXERCISE: PROFILING AN EFFECTIVE LEADER 514 INTEGRATIVE CASE: TRAINING GENERAL MANAGERS AT BRISTOL-MYERS-SQUIBB 514 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 515 NOTES 515 ORGANIZATION DEVELOPMENT AND CHANGE 528 INTRODUCTION 529 Organization Development Defined 530 Plan of the Chapter 530 ORGANIZATION DEVELOPMENT THEORIES AND CONCEPTS 530 Change Process Theory 530 Implementation Theory 532 Limitations of Research Supporting OD Theories 534 MODEL OF PLANNED CHANGE 535 DESIGNING AN INTERVENTION STRATEGY 537 Specific Roles 537 Steps for Designing an Intervention Strategy 540 Role of HRD Professionals in the Design of OD Interventions 541 The Role of Labor Unions in OD Interventions 542 TYPES OF INTERVENTIONS: HUMAN PROCESS-BASED 542 Survey Feedback 543 Team Building 543 Effectiveness of Human Process-Based Interventions 544 TYPES OF INTERVENTIONS: TECHNO-STRUCTURAL 544 Job Enlargement 544 Job Enrichment 545 Alternative Work Schedules 545 Effectiveness of Techno-Structural Interventions 546 TYPES OF INTERVENTIONS: SOCIOTECHNICAL SYSTEMS 546 Quality Circles 547
xviii Contents Total Quality Management 547 Self-Managing Teams 549 Differences between TQM and SMT Interventions 550 HRD Programs as Sociotechnical Intervention Techniques 550 TYPES OF INTERVENTIONS: ORGANIZATIONAL TRANSFORMATION 551 Cultural Changes 551 Strategic Changes 551 Organizational Knowledge/Organizational Learning 552 High Performance Work Systems 555 Effectiveness of Organizational Transformation Change Strategies 556 Role of HRD Professionals in Organizational Transformation 557 WHITHER ORGANIZATION DEVELOPMENT? 558 SUMMARY 559 QUESTIONS FOR DISCUSSION 560 EXERCISE: FORCE FIELD ANALYSIS AND YOU 561 INTEGRATIVE CASE: A PROBLEM AT METRO TRANSIT 561 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 562 NOTES 563 HRD AND DIVERSITY: DIVERSITY TRAINING AND BEYOND 576 INTRODUCTION 577 ORGANIZATIONAL CULTURE 578 LABOR-MARKET CHANGES AND DISCRIMINATION 580 Discrimination 580 Equal Employment Opportunity 583 The Glass Ceiling 583 Impact of Recent Immigration Patterns 584 ADAPTING TO DEMOGRAPHIC CHANGES 584 Affirmative Action Programs 584 Valuing Differences and “Awareness-Based” Diversity Training 586 Effectiveness of “Awareness-Based” Diversity Training Programs 587 Managing Diversity 587 CROSS-CULTURAL EDUCATION AND TRAINING PROGRAMS 591 HUMAN RESOURCE DEVELOPMENT PROGRAMS FOR CULTURALLY DIVERSE EMPLOYEES 594 Socialization and Orientation 594 Career Development 596
Mentoring to Promote Diversity 596 Sexual and Racial Harassment Training 597 OTHER HUMAN RESOURCE MANAGEMENT PROGRAMS AND PROCESSES CLOSING COMMENTS 599 SUMMARY 600 QUESTIONS FOR DISCUSSION 600 EXERCISE 1: VIEWS ON DIVERSITY 601 EXERCISE 2: IBM AND “DIVERSITY AND INCLUSION” 601 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 601 NOTES 602 Glossary Index 612 628 598
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Contents Preface PART 1 xx FOUNDATIONS OF HUMAN RESOURCE DEVELOPMENT INTRODUCTION TO HUMAN RESOURCE DEVELOPMENT 1 2 INTRODUCTION 4 THE PROGRESSION TOWARD A FIELD OF HUMAN RESOURCE DEVELOPMENT 5 Early Apprenticeship Training Programs 5 Early Vocational Education Programs 6 Early Factory Schools 6 Early Training Programs for Semiskilled and Unskilled Workers 7 The Human Relations Movement 7 The Establishment of the Training Profession 7 Emergence of Human Resource Development 8 THE RELATIONSHIP BETWEEN HUMAN RESOURCE MANAGEMENT AND HRDTTRAINING 8 Secondary HRM Functions 10 Line versus Staff Authority 10 HUMAN RESOURCE DEVELOPMENT FUNCTIONS 10 Training and Development (T D) 10 Career Development 11 Organization Development 11 An Updated “Learning and Performance Wheel” Strategic Management and HRD 13 The Supervisor’s Role in HRD 15 Organizational Structure of the HRD Function 15 12
ROLES AND COMPETENCIES OF AN HRD PROFESSIONAL 16 The HRD Executive/Manager 17 Other HRD Roles and Outputs for HRD Professionals 18 Certification and Education for HRD Professionals 19 CHALLENGES TO ORGANIZATIONS AND TO HRD PROFESSIONALS 21 Competing in a Turbulent Global Economy 21 Addressing the Skills Gap 22 Increasing Workforce Diversity 22 The Need for Lifelong Learning 23 Facilitating Organizational Learning 23 Addressing Ethical Dilemmas 24 A FRAMEWORK FOR THE HRD PROCESS 24 Needs Assessment Phase 25 Design Phase 26 Implementation Phase 27 Evaluation Phase 27 ORGANIZATION OF THE TEXT 27 SUMMARY 29 QUESTIONS FOR DISCUSSION 30 EXERCISE: INTERVIEW AN HRD PROFESSIONAL 30 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 30 NOTES 31 INFLUENCES ON EMPLOYEE BEHAVIOR 36 INTRODUCTION 38 MODEL OF EMPLOYEE BEHAVIOR 38 Major Categories of Employee Behavior 39 EXTERNAL INFLUENCES ON EMPLOYEE BEHAVIOR 40 Factors in the External Environment 40 Factors in the Work Environment 41 MOTIVATION: A FUNDAMENTAL INTERNAL INFLUENCE ON EMPLOYEE BEHAVIOR 46 Need-Based Theories of Motivation 47 Cognitive Process Theories of Motivation 49 Reinforcement Theory: A Noncognitive Theory of Motivation 54 Summary of Motivation 55
OTHER INTERNAL FACTORS THAT INFLUENCE EMPLOYEE BEHAVIOR 58 Attitudes 58 Knowledge, Skills, and Abilities 59 SUMMARY 60 QUESTIONS FOR DISCUSSION 61 EXERCISE 1: INCREASING EMPLOYEE MOTIVATION 62 EXERCISE 2: MOTIVATION THEORIES AND YOU 62 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 63 NOTES 64 LEARNING AND HRD 72 INTRODUCTION 74 LEARNING AND INSTRUCTION 75 The Search for Basic Learning Principles 75 Limits of Learning Principles in Improving Training Design 76 The Impact of Instructional and Cognitive Psychology on Learning Research MAXIMIZING LEARNING 77 76 Trainee Characteristics 77 Training Design 81 Retention of What Is Learned 84 Transfer of Training 85 A NEW FOCUS ON INFORMAL LEARNING 88 INDIVIDUAL DIFFERENCES IN THE LEARNING PROCESS 88 Rate of Progress 89 Attribute-Treatment Interaction (ATI) 90 Training Adult and Older Workers 91 LEARNING STYLES AND STRATEGIES 94 Kolb’s Learning Styles 94 Learning Strategies 96 Perceptual Preferences 96 FURTHER CONTRIBUTIONS FROM INSTRUCTIONAL AND COGNITIVE PSYCHOLOGY 97 The ACT7ACT-R Approach to Learning Procedural Skills 97 Learning to Regulate One’s Own Behavior 98 Expert and Exceptional Performance 99 Gagne’s Theory of Instruction 100
viii Contents SUMMARY 103 QUESTIONS FOR DISCUSSION 104 EXERCISE 1: LEARNING STYLES 105 EXERCISE 2: VARK QUESTIONNAIRE 105 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 105 NOTES 106 PART 2 FRAMEWORK FOR HUMAN RESOURCE DEVELOPMENT 4 ASSESSING HRD NEEDS 118 INTRODUCTION 119 Definition and Purposes of Needs Assessment 121 What Is a Training or HRD Need? 122 Levels of Needs Analysis 123 STRATEGIC/ORGANIZATIONAL ANALYSIS 123 Components of a Strategic/Organizational Needs Analysis 124 Advantages of Conducting a Strategic/Organizational Analysis 125 Methods of Strategic/Organizational Analysis 126 TASK ANALYSIS 128 The Task Analysis Process 129 An Example of a Task Analysis: Texas Instruments 132 A Task Analysis Approach at Boeing 133 Summary of Task Analysis 133 PERSON ANALYSIS 134 Components of Person Analysis 134 Performance Appraisal in the Person Analysis Process 134 Developmental Needs 138 The Employee as a Source of Needs Assessment Information 139 The “Benchmarks” Specialized Person Analysis Instrument 139 COMPETENCY MODELING 139 PRIORITIZING HRD NEEDS 140 Participation in the Prioritization Process 140 The HRD Advisory Committee 140 THE HRD PROCESS MODEL DEBATE 141 How Technology Changes Needs Assessment 143 SUMMARY 144 QUESTIONS FOR DISCUSSION 144 117
Contents EXERCISE: CONDUCTING A TASK ANALYSIS 145 INTEGRATIVE CASE: CATHAY PACIFIC AIRWAYS 145 SUMMARIES AND OUESTIONS FOR BUSINESS INSIGHTS READINGS NOTES 146 147 DESIGNING EFFECTIVE HRD PROGRAMS INTRODUCTION 154 155 DEFINING THE OBJECTIVES OF THE HRD INTERVENTION 158 THE “MAKE-VERSUS-BUY” DECISION: CREATING OR PURCHASING HRD PROGRAMS SELECTING THE TRAINER 164 Train-the-Trainer Programs Preparing a Lesson Plan 165 166 SELECTING TRAINING METHODS AND MEDIA PREPARING TRAINING MATERIALS Program Announcements Program Outlines 167 171 171 172 Training Manuals or Textbooks SCHEDULING AN HRD PROGRAM 172 173 Scheduling during Work Hours Scheduling after Work Hours 173 174 Registration and Enrollment Issues SUMMARY 162 174 176 QUESTIONS FOR DISCUSSION 176 EXERCISE 1 : OBJECTIVE WRITING FOR A DIVERSITY TRAINING PROGRAM 177 EXERCISE 2: OBJECTIVE WRITING AND DESIGN DECISIONS FOR A TRAINING PROGRAM OF YOUR CHOICE 177 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS NOTES 178 IMPLEMENTING HRD PROGRAMS INTRODUCTION 183 TRAINING DELIVERY METHODS 184 ON-THE-JOB TRAINING (OJT) METHODS JOB INSTRUCTION TRAINING (JIT) Job Rotation 182 186 188 189 CLASSROOM TRAINING APPROACHES 190 177 IX
THE LECTURE APPROACH THE DISCUSSION METHOD 190 191 AUDIOVISUAL MEDIA 192 Experiential Methods 196 PROMOTING LEARNER REFLECTION 201 COMPUTER-BASED TRAINING (CLASSROOM-BASED) 201 SELF-PACED/COMPUTER-BASED TRAINING MEDIA AND METHODS 202 SOME FINAL ISSUES CONCERNING TRAINING PROGRAM IMPLEMENTATION 205 ARRANGING THE PHYSICAL ENVIRONMENT 206 GETTING STARTED 208 SUMMARY 210 QUESTIONS FOR DISCUSSION 211 EXERCISE 1 : GENERATING QUESTIONS TO USE WHEN LEADING A DISCUSSION 211 EXERCISE 2: DESIGNING E-LEARNING MATERIALS 212 INTEGRATIVE CASE: HSBC’S CLIMATE CHAMPIONS PROGRAMME 212 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 212 NOTES 213 EVALUATING HRD PROGRAMS 222 INTRODUCTION 223 THE DEFINITION AND PURPOSE OF HRD EVALUATION 225 HOW OFTEN ARE HRD PROGRAMS EVALUATED? 226 THE EVALUATION OF TRAINING AND HRD PROGRAMS PRIOR TO PURCHASE 226 CHANGING EVALUATION EMPHASES 227 MODELS AND FRAMEWORKS OF EVALUATION 227 KIRKPATRICK’S EVALUATION FRAMEWORK 227 OTHER FRAMEWORKS OR MODELS OF EVALUATION 229 COMPARING EVALUATION FRAMEWORKS 230 A STAKEHOLDER APPROACH TO TRAINING EVALUATION 233 DATA COLLECTION FOR HRD EVALUATION 235 DATA COLLECTION METHODS 235 CHOOSING DATA COLLECTION METHODS 237 TYPES OF DATA 238 THE USE OF SELF-REPORT DATA 239 RESEARCH DESIGN 239 ETHICAL ISSUES CONCERNING EVALUATION RESEARCH 242 Confidentiality 242
Contents Informed Consent 242 Withholding Training 242 Use of Deception 243 Pressure to Produce Positive Results 243 ASSESSING THE IMPACT OF HRD PROGRAMS IN MONETARY TERMS 243 Evaluation of Training Costs 244 HOW TECHNOLOGY IMPACTS HRD EVALUATION 250 CLOSING COMMENTS ON HRD EVALUATION 252 SUMMARY 253 QUESTIONS FOR DISCUSSION 254 EXERCISE: CALCULATING THE COSTS AND BENEFITS OF TRAINING 255 INTEGRATIVE CASE: WHAT WENT WRONG AT UNIVERSITY HOSPITAL? 256 APPENDIX 7-1 MORE ON RESEARCH DESIGN 257 RESEARCH DESIGN VALIDITY 257 NONEXPERIMENTAL DESIGNS 258 Case Study 259 Relational Research 259 One-Group Pretest-Post-Test Design 259 Reconsideration of Nonexperimental Research Designs 260 EXPERIMENTAL DESIGNS 261 Pretest-Post-Test with Control Design 261 Post-Test-Only with Control Design 261 Solomon Four-Group Design 262 QUASI-EXPERIMENTAL DESIGNS 263 Nonequivalent Control Group Design Time Series Design 263 263 STATISTICAL POWER: ENSURING THAT A CHANGE WILL BE DETECTED IF ONE EXISTS SELECTING A RESEARCH DESIGN 265 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 267 NOTES 267 PART 3 І HUMAN RESOURCE DEVELOPMENT APPLICATIONS 277 ONBOARDING: EMPLOYEE SOCIALIZATION AND ORIENTATION INTRODUCTION 280 SOCIALIZATION: THE PROCESS OF BECOMING AN INSIDER Some Fundamental Concepts of Socialization 281 281 278 264 xi
VARIOUS PERSPECTIVES ON THE SOCIALIZATION PROCESS 285 Stage Models of Socialization 285 People Processing Tactics and Strategies 287 Newcomers as Proactive Information Seekers 287 What Do Newcomers Need? 288 THE REALISTIC JOB PREVIEW 289 How Realistic Job Previews Are Used 291 Are Realistic Job Previews Effective? 292 Employee Orientation Programs 293 Assessment and the Determination of Orientation Program Content 294 Orientation Roles 295 Designing and Implementing an Employee Orientation Program 300 Evaluation of Orientation Program Effectiveness 301 SUMMARY 304 QUESTIONS FOR DISCUSSION 304 EXERCISE: DESIGNING A TECHNOLOGY-ENHANCED ORIENTATION PROGRAM 305 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 305 NOTES 306 SKILLS AND TECHNICAL TRAINING 314 INTRODUCTION 315 BASIC WORKPLACE COMPETENCIES 316 BASIC SKILLS/LITERACY PROGRAMS 317 Addressing Illiteracy in the Workplace 318 Designing an In-House Basic Skills/Literacy Program 318 Federal Support for Basic Skills Training 319 TECHNICAL TRAINING 321 Apprenticeship Training Programs 321 Computer Training Programs 322 Technical Skills/Knowledge Training 323 Safety Training 324 Quality Training 327 INTERPERSONAL SKILLS TRAINING 330 Sales Training 331 Customer Relations/Service Training 331 Team Building/Training 333
Contents ROLE OF LABOR UNIONS IN SKILLS AND TECHNICAL TRAINING PROGRAMS 335 Joint Training Programs 335 PROFESSIONAL DEVELOPMENT AND EDUCATION 336 Continuing Education at Colleges and Universities 337 Continuing Education by Professional Associations 337 Company-Sponsored Continuing Education 338 HRD Departments’ Role in Continuing Education 338 SUMMARY 339 QUESTIONS FOR DISCUSSION 340 EXERCISE: EVALUATING A CLASS PROJECT TEAM 340 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 341 NOTES 341 COACHING AND PERFORMANCE MANAGEMENT 350 INTRODUCTION 352 THE NEED FOR COACHING 352 COACHING: A POSITIVE APPROACH TO MANAGING PERFORMANCE 353 COACHING AND PERFORMANCE MANAGEMENT 353 DEFINITION OF COACHING 355 ROLE OF THE SUPERVISOR AND MANAGER IN COACHING THE HRD PROFESSIONALS ROLE IN COACHING 356 COACHING TO IMPROVE POOR PERFORMANCE 357 DEFINING POOR PERFORMANCE 357 356 RESPONDING TO POOR PERFORMANCE 359 CONDUCTING THE COACHING ANALYSIS 360 The Coaching Discussion 363 MAINTAINING EFFECTIVE PERFORMANCE AND ENCOURAGING SUPERIOR PERFORMANCE 367 SKILLS NECESSARY FOR EFFECTIVE COACHING 367 THE EFFECTIVENESS OF COACHING 370 EMPLOYEE PARTICIPATION IN DISCUSSION 371 BEING SUPPORTIVE 371 USING CONSTRUCTIVE CRITICISM 371 SETTING PERFORMANCE GOALS DURING DISCUSSION 372 TRAINING AND THE SUPERVISOR’S CREDIBILITY 372 ORGANIZATIONAL SUPPORT 372 xiii
CLOSING COMMENTS ON COACHING AND PERFORMANCE MANAGEMENT 372 Technology, Coaching, and Performance Management 373 SUMMARY 376 QUESTIONS FOR DISCUSSION 377 EXERCISE 1: DESIGN YOUR OWN PERFORMANCE MANAGEMENT SYSTEM 378 EXERCISE 2: CONDUCT A PERFORMANCE REVIEW MEETING 378 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 378 NOTES 379 EMPLOYEE COUNSELING, WELL-BEING, AND WELLNESS 388 INTRODUCTION 389 Employee Counseling as an HRD Activity 391 The Link between Employee Counseling and Coaching 391 AN OVERVIEW OF EMPLOYEE COUNSELING PROGRAMS 392 Components of a Typical Program 392 Who Provides the Service? 393 Characteristics of Effective Employee Counseling Programs 394 EMPLOYEE ASSISTANCE PROGRAMS 394 Substance Abuse 395 Mental Health 395 The EAP Approach to Resolving Employee Personal Problems 396 Effectiveness of EAPs 399 STRESS MANAGEMENT INTERVENTIONS 401 Defining Stress 402 A Model of Stress Management Interventions 403 The Effectiveness of Stress Management Interventions 404 EMPLOYEE WELLNESS AND HEALTH PROMOTION PROGRAMS 405 EXERCISE AND FITNESS INTERVENTIONS 406 SMOKING CESSATION 409 Nutrition and Weight Control Interventions 409 Control of Hypertension 410 Overall Effectiveness of Health and Wellness Programs 411 ISSUES IN EMPLOYEE COUNSELING 412 Effectiveness of Employee Counseling Interventions 412 Legal Issues in Employee Counseling Programs 413 Whose Responsibility Is Employee Counseling? 414
Contents Ethical Issues in Employee Counseling 414 Unintended Negative Outcomes of Employee Counseling Programs 415 CLOSING COMMENTS 415 SUMMARY 416 QUESTIONS FOR DISCUSSION 417 EXERCISE: HOW ARE YOU DEALING WITH STRESS? 418 INTEGRATIVE CASE STUDY: WELLNESS EFFORTS AT KPMG 418 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 419 NOTES 419 CAREER MANAGEMENT AND DEVELOPMENT 430 INTRODUCTION 431 The “New” Employment Relationship 432 Impact of the “New” Employment Relationship on Organizational Career Management and Development 434 DEFINING CAREER CONCEPTS 435 What Is a Career? 435 Relationship of Career to Nonwork Activities 436 Career Development 436 Career Planning and Career Management 436 STAGES OF LIFE AND CAREER DEVELOPMENT 438 Stage Views of Adult Development 438 MODELS OF CAREER DEVELOPMENT 442 Traditional Models of Career Development 442 Reconciling the Contrasting Career Models 445 Life Stage and Career Models as the Conceptual Base for Career Development 446 THE PROCESS OF CAREER MANAGEMENT 446 An Individually Oriented Career Management Model 446 Organizationally Oriented Career Management Models 448 ROLES IN CAREER MANAGEMENT 450 The Individual’s Role 450 The Manager’s Responsibility 451 The HRD and Career Development Professional’s Responsibility 451 CAREER DEVELOPMENT PRACTICES AND ACTIVITIES 452 Self-Assessment Tools and Activities 452 Individual Counseling or Career Discussions 454 XV
xvi Contents Internal Labor Market Information Exchanges and Job Matching Systems 456 Organization Potential Assessment Processes 457 Developmental Programs 458 ISSUES IN CAREER DEVELOPMENT 461 Developing Career Motivation 461 The Career Plateau 462 Career Development for Nonexempt Employees 463 Enrichment: Career Development without Advancement 464 DELIVERING EFFECTIVE CAREER DEVELOPMENT SYSTEMS 465 SUMMARY 468 QUESTIONS FOR DISCUSSION 469 EXERCISE 1: A CAREER-PLANNING ESSAY 469 Assignment 470 EXERCISE 2: THE FIVE-YEAR RESUME 470 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 471 NOTES 472 MANAGEMENT DEVELOPMENT 484 INTRODUCTION 485 Extent of Management Development Activities 487 Organization of the Chapter 487 DESCRIBING THE MANAGER’S JOB: ROLES AND COMPETENCIES 487 APPROACHES TO UNDERSTANDING THE JOB OF MANAGING 488 Managers as Persons: A Holistic View of the Manager’s Job 489 Importance of Needs Assessment in Determining Managerial Competencies 493 The Globally Competent Manager 493 What Competencies Will Future Managers Need? 495 MAKING MANAGEMENT DEVELOPMENT STRATEGIC 495 MANAGEMENT EDUCATION 497 BACHELOR’S AND MASTER’S DEGREE PROGRAMS IN BUSINESS ADMINISTRATION 497 EXECUTIVE EDUCATION PROGRAMS 499 MANAGEMENT TRAINING AND EXPERIENCES 501 Company-Designed Courses 501 Corporate Universities 502 On-the-Job Experiences 503
EXAMPLES OF APPROACHES USED TO DEVELOP MANAGERS 506 Leadership Training 506 Behavior Modeling Training 509 DESIGNING EFFECTIVE MANAGEMENT DEVELOPMENT PROGRAMS 511 SUMMARY 513 QUESTIONS FOR DISCUSSION 513 EXERCISE: PROFILING AN EFFECTIVE LEADER 514 INTEGRATIVE CASE: TRAINING GENERAL MANAGERS AT BRISTOL-MYERS-SQUIBB 514 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 515 NOTES 515 ORGANIZATION DEVELOPMENT AND CHANGE 528 INTRODUCTION 529 Organization Development Defined 530 Plan of the Chapter 530 ORGANIZATION DEVELOPMENT THEORIES AND CONCEPTS 530 Change Process Theory 530 Implementation Theory 532 Limitations of Research Supporting OD Theories 534 MODEL OF PLANNED CHANGE 535 DESIGNING AN INTERVENTION STRATEGY 537 Specific Roles 537 Steps for Designing an Intervention Strategy 540 Role of HRD Professionals in the Design of OD Interventions 541 The Role of Labor Unions in OD Interventions 542 TYPES OF INTERVENTIONS: HUMAN PROCESS-BASED 542 Survey Feedback 543 Team Building 543 Effectiveness of Human Process-Based Interventions 544 TYPES OF INTERVENTIONS: TECHNO-STRUCTURAL 544 Job Enlargement 544 Job Enrichment 545 Alternative Work Schedules 545 Effectiveness of Techno-Structural Interventions 546 TYPES OF INTERVENTIONS: SOCIOTECHNICAL SYSTEMS 546 Quality Circles 547
xviii Contents Total Quality Management 547 Self-Managing Teams 549 Differences between TQM and SMT Interventions 550 HRD Programs as Sociotechnical Intervention Techniques 550 TYPES OF INTERVENTIONS: ORGANIZATIONAL TRANSFORMATION 551 Cultural Changes 551 Strategic Changes 551 Organizational Knowledge/Organizational Learning 552 High Performance Work Systems 555 Effectiveness of Organizational Transformation Change Strategies 556 Role of HRD Professionals in Organizational Transformation 557 WHITHER ORGANIZATION DEVELOPMENT? 558 SUMMARY 559 QUESTIONS FOR DISCUSSION 560 EXERCISE: FORCE FIELD ANALYSIS AND YOU 561 INTEGRATIVE CASE: A PROBLEM AT METRO TRANSIT 561 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 562 NOTES 563 HRD AND DIVERSITY: DIVERSITY TRAINING AND BEYOND 576 INTRODUCTION 577 ORGANIZATIONAL CULTURE 578 LABOR-MARKET CHANGES AND DISCRIMINATION 580 Discrimination 580 Equal Employment Opportunity 583 The Glass Ceiling 583 Impact of Recent Immigration Patterns 584 ADAPTING TO DEMOGRAPHIC CHANGES 584 Affirmative Action Programs 584 Valuing Differences and “Awareness-Based” Diversity Training 586 Effectiveness of “Awareness-Based” Diversity Training Programs 587 Managing Diversity 587 CROSS-CULTURAL EDUCATION AND TRAINING PROGRAMS 591 HUMAN RESOURCE DEVELOPMENT PROGRAMS FOR CULTURALLY DIVERSE EMPLOYEES 594 Socialization and Orientation 594 Career Development 596
Mentoring to Promote Diversity 596 Sexual and Racial Harassment Training 597 OTHER HUMAN RESOURCE MANAGEMENT PROGRAMS AND PROCESSES CLOSING COMMENTS 599 SUMMARY 600 QUESTIONS FOR DISCUSSION 600 EXERCISE 1: VIEWS ON DIVERSITY 601 EXERCISE 2: IBM AND “DIVERSITY AND INCLUSION” 601 SUMMARIES AND QUESTIONS FOR BUSINESS INSIGHTS READINGS 601 NOTES 602 Glossary Index 612 628 598 |
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| illustrated | Not Illustrated |
| index_date | 2024-07-03T14:10:49Z |
| indexdate | 2024-07-10T08:49:43Z |
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| isbn | 9781337296533 9780357042519 |
| language | English |
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| spelling | Werner, Jon M. Verfasser (DE-588)1208662988 aut Human resource development talent development Jon M. Werner seventh edition Australia Cengage Learning [2017] XXIII, 645 Seiten txt rdacontent n rdamedia nc rdacarrier ISBN 978-1-337-29653-3 von Rückseite der Haupttztelseite ; ISBN 978-0-357-04251-9 vom rückwärtigen Umschlag. Personnel management Career development Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032041924&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Werner, Jon M. Human resource development talent development Personnel management Career development |
| title | Human resource development talent development |
| title_auth | Human resource development talent development |
| title_exact_search | Human resource development talent development |
| title_exact_search_txtP | Human resource development talent development |
| title_full | Human resource development talent development Jon M. Werner |
| title_fullStr | Human resource development talent development Jon M. Werner |
| title_full_unstemmed | Human resource development talent development Jon M. Werner |
| title_short | Human resource development |
| title_sort | human resource development talent development |
| title_sub | talent development |
| topic | Personnel management Career development |
| topic_facet | Personnel management Career development |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032041924&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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