Organizational Learning, Performance and Change An Introduction to Strategic Human Resource Development

ISBN-10: 0738202487

ISBN-13: 9780738202488

Edition: 2000

List price: $49.00 Buy it from $32.18
This item qualifies for FREE shipping

*A minimum purchase of $35 is required. Shipping is provided via FedEx SmartPost® and FedEx Express Saver®. Average delivery time is 1 – 5 business days, but is not guaranteed in that timeframe. Also allow 1 - 2 days for processing. Free shipping is eligible only in the continental United States and excludes Hawaii, Alaska and Puerto Rico. FedEx service marks used by permission."Marketplace" orders are not eligible for free or discounted shipping.

30 day, 100% satisfaction guarantee

If an item you ordered from TextbookRush does not meet your expectations due to an error on our part, simply fill out a return request and then return it by mail within 30 days of ordering it for a full refund of item cost.

Learn more about our returns policy

Description: This work presents both a theoretical framework and practical applications in the field of human resource development. Drawing from the authors' pioneering research, this book provides a rigorous approach to successful HRD programmes.

Used Starting from $32.18
New Starting from $49.47
what's this?
Rush Rewards U
Members Receive:
coins
coins
You have reached 400 XP and carrot coins. That is the daily max!

Study Briefs

Limited time offer: Get the first one free! (?)

All the information you need in one place! Each Study Brief is a summary of one specific subject; facts, figures, and explanations to help you learn faster.

Add to cart
Study Briefs
Business Ethics Online content $4.95 $1.99
Add to cart
Study Briefs
Business Law Online content $4.95 $1.99
Add to cart
Study Briefs
Management Online content $4.95 $1.99

Customers also bought

Loading
Loading
Loading
Loading
Loading
Loading
Loading
Loading
Loading
Loading

Book details

List price: $49.00
Copyright year: 2000
Publisher: Basic Books
Publication date: 10/5/2000
Binding: Hardcover
Pages: 512
Size: 6.50" wide x 9.50" long x 1.50" tall
Weight: 1.848
Language: English

List of Figures
Acknowledgments
Preface
An Introduction to Strategic HRD
Strategic Human Resource Development
An Examination of Terms
Definitions of HRD
Forces Causing Change in HRD
Misconceptions Surrounding HRD as a Profession
Mission and Purpose of HRD
Priorities HRD Professionals Should Address
Creating Value Through HRD
Outcomes of HRD
Challenges Facing HRD
The HRD Function for the Twenty-First Century
The HRD Professional for the Twenty-First Century
Organizational Learning, Performance, and Change
Conclusion
Transformation of HRD
First-Level HRD
Higher-Order HRD
Conclusion
Strategic HRD Leadership
The HRD Leaders of Tomorrow
Decentralization of HRD
Characteristics of Effective Strategic HRD Leaders
Knowledge of Strategic HRD Leaders
Skills of Strategic HRD Leaders
Abilities of Strategic HRD Leaders
Roles of Strategic HRD Leaders
Responsibilities of Strategic HRD Leaders
Conclusion
Principles of Strategic HRD Practice
Effective HRD Practice Integrates Eclectic Theoretical Disciplines
Effective HRD Practice Is Based on Satisfying Stakeholder Needs and Expectations
Effective HRD Practice Is Responsive but Responsible
Effective HRD Practice Uses Evaluation as a Continuous Quality Improvement Process
Effective HRD Practice Is Designed to Improve Organization Effectiveness
Effective HRD Practice Relies on Relationship Mapping to Enhance Operational Effectiveness
Effective HRD Practice Is Linked to the Organization's Strategic Business Goals and Objectives
Effective HRD Practice Is Based on Partnerships
Effective HRD Practice Is Results Oriented
Credibility Is Essential to the Success of HRD Practice
Effective HRD Practice Utilizes Strategic Planning
Effective HRD Practice Relies on the Analysis Process to Identify Priorities
Effective HRD Practice Is Based on Purposeful and Meaningful Measurement
Effective HRD Promotes Diversity and Equality in the Workplace
Conclusion
Organizational Learning
Learning Organizations and Action Learning
Organizational Learning
Learning Partnerships
Learning Organizations
Action Learning
Conclusion
Learning in Organizations
Who Is Responsible for Learning in Organizations?
Types of Learning in Organizations
Five Phases of the Learning Process in Organizations
Applying the Learning Process Model
Conclusion
The Developmental Organization
Comparing Learning and Developmental Organizations
Guiding Principles of Developmental Organizations
Outcomes of Developmental Organizations
A Blueprint for Creating the Developmental Organization
Conclusion
Organizational Performance
Human Performance Technology
A Definition of Human Performance Technology
Human Performance System
Models of Human Performance Technology
Conclusion
Performance Improvement and Management
Performance Improvement
Models of Performance Improvement
Performance Management
Organizational Responsibilities in Performance Management
Organizational Leaders' Roles and Responsibilities in Performance Management
Managers' Roles and Responsibilities in Performance Management
HRD Professionals' Roles and Responsibilities in Performance Management
Employees' Roles and Responsibilities in Performance Management
The Performance Alignment Process
Conclusion
Performance Consultant
Performance Consultant Roles and Subroles
Performance Consultant Responsibilities
Competencies and Skills of Performance Consultants
Accountabilities and Abilities of Performance Consultants
Areas of Expertise
Conclusion
Performance Consulting
Why Employees and Organizations Fail to Achieve Desired Performance Results
Identifying Different Type of Clients
Focusing Performance Consulting Efforts
Responsibilities in Performance Consulting
Performance Consulting Model
Performance Technology Model
Conclusion
Organizational Change
Organizational Change
Conditions for Organizational Change
Organizational Culture and Change
Understanding Resilience
Myths and Realities Concerning Organizational Change
Roles in the Change Process
Barriers to Organizational Change
Models of Organizational Change
HRD Professionals' Responsibilities When Implementing Change
Conclusion
Organizational Development Change Agents
Values of Organizational Development Change Agents
Roles and Skills of Organizational Development Change Agents
Responsibilities of Organizational Development Change Agents
Planning, Managing, and Evaluating Organizational Development Projects
Conclusion
Organizational Development Consulting
Organizational Development Consulting: A Total System Approach
Goals and Objectives of OD Consulting
Characteristics of OD Consulting
Purposes of OD Consulting
Outcomes of OD Consulting
Phases of OD Consulting
Organizational Development Frameworks
Conclusion
Essential Practices in Organizational Learning, Performance, and Change
Analysis in Organizational Learning, Performance, and Change
Goals for Analysis
Obstacles to Analysis
A Strategic Approach to Analysis
Models of Analysis
Conclusion
Designing Learning and Performance Improvement Interventions and Change Initiatives
Design Principles and the Role of Designer
Intervention Design Models
Conclusion
Evaluation in Organizational Learning, Performance, and Change
Purpose of Evaluation
When to Evaluate
What to Evaluate
Building a Measurement System
Using Evaluation to Avoid Critical Errors
Roles in Evaluation
The Evaluation Process
Outcomes of Evaluation
Models of Evaluation
Conclusion
Appendices
References
Index
×
Free shipping on orders over $35*

*A minimum purchase of $35 is required. Shipping is provided via FedEx SmartPost® and FedEx Express Saver®. Average delivery time is 1 – 5 business days, but is not guaranteed in that timeframe. Also allow 1 - 2 days for processing. Free shipping is eligible only in the continental United States and excludes Hawaii, Alaska and Puerto Rico. FedEx service marks used by permission."Marketplace" orders are not eligible for free or discounted shipping.

Learn more about the TextbookRush Marketplace.

×