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