Skip to content

Human Resource Development Learning and Training for Individuals and Organizations

Spend $50 to get a free DVD!

ISBN-10: 0749443529

ISBN-13: 9780749443528

Edition: 2nd 2005 (Revised)

Authors: John P. Wilson

List price: $65.00
Blue ribbon 30 day, 100% satisfaction guarantee!
what's this?
Rush Rewards U
Members Receive:
Carrot Coin icon
XP icon
You have reached 400 XP and carrot coins. That is the daily max!

Description:

#8220;The book will provide both thought-provoking questions and stimulating answers to the key factors in HR development today." IT Training Human Resource Development is the ideal handbook for all professional trainers and provides core information needed by all professional students of this subject. This new second edition has been fully updated and revised, with the inclusion of three new chapters making this the most topical book in this field: *Design, Development and Application of E-learning; *Knowledge Management & Transfer; *Human & Intellectual Capital. Clearly structured with detailed sections covering each aspect of the training cycle, the book also includes…    
Customers also bought

Book details

List price: $65.00
Edition: 2nd
Copyright year: 2005
Publisher: Kogan Page, Limited
Publication date: 6/1/2005
Binding: Paperback
Pages: 592
Size: 7.50" wide x 9.50" long x 1.50" tall
Weight: 2.794
Language: English

John P. Wilson, PhD, is Professor of Psychology at Cleveland State University. An internationally recognized expert on PTSD, he is the past president of the International Society for Traumatic Stress Studies. He is the coeditor of [ital]Assessing Psychological Trauma and PTSD[/ital] (with Terence M. Keane) and [ital]Countertransference in the Treatment of PTSD[/ital] (with Jacob D. Lindy). Matthew J. Friedman, MD, PhD, is Executive Director of the National Center for PTSD, based at the VA Medical Center in White River Junction, Vermont. He is also Professor of Psychiatry and Pharmacology at Dartmouth Medical School. His eight books and more than 100 scientific and clinical publications…    

List of Figures
List of Tables
List of Case Studies
List of Contributors
Preface
Acknowledgements
Dedication
The Role of Learning, Training and Development in Organizations
Human Resource Development
Introduction and learning objectives
Defining the terms: training, education, development, learning and HRD
Strategic HRD
The operating environment of the Human Resource department
The Human Resources compass
HRD roles
Conclusion
Human Resource Management
Introduction and learning objectives
Origins and development of HRM
HRM: the search for meaning
Where is HRM 'coming from'?
Hard and soft HRM
Implications for action
High-performance work practices
Conclusion
Organizational Change
Introduction and learning objectives
The paradox of change
The nature of change
Methods to make the transition
What can go wrong?
The role of HRD in organizational change
Conclusion
National Economic Development and Human Resource Development
Introduction and learning objectives
Developing the human resources of a nation
Human development
Conclusion
Learning and Competitive Strategy
Strategy and Human Resource Development
Introduction and learning objectives
The case for strategic HRD
Strategy and strategic HRD
The problem with strategy
Strategy and HRD - an historical context
Strategic analysis and HRD
The Balanced Scorecard
Conclusion
Learning Organizations and Communities of Practice: A Critical Evaluation
Introduction and learning objectives
Definitions and characteristics of the learning organization
Criticism of the concept of the learning organization
Conclusion
Knowledge Management
Introduction and learning objectives
Data, information, knowledge and wisdom
Knowledge management and information technology
Competitive advantage
Explicit and tacit knowledge
Dimensions of knowledge
The knowledge management process
Learning and knowledge management
Implementing knowledge management
Knowledge workers
Conclusion
The Identification of Learning, Training and Development Needs
The Identification of Learning Needs
Introduction and learning objectives
Defining training and development
Undertaking an LNA
Needs at the organizational level
Needs at departmental level
Needs at occupational levels
Needs at the individual level
Defining the training priorities
Conclusion
Performance Management and Human Resource Development
Introduction and learning objectives
What is performance management?
The effectiveness of performance management
Performance appraisal
Conclusion
Making the Most of Consultancy: Perspectives on Partnership
Introduction and learning objectives
Purpose and meaning
Perceptions and needs
Process and power
Partnership
The Planning and Designing of Learning, Training and Development
Fundamentals of Adult Learning
Introduction and learning objectives
Learning
The learning process
Levels of competence
Adults and adulthood
Styles of adult learning
Why, what, how and practice
Conclusion
The Adult Learner: Theory into Practice
Introduction and learning objectives
Adult learning
Motivation and learning
Andragogy
Humanist theories
Barriers to learning
Conclusion
Reflective Practice
Introduction and learning objectives
The reflective practitioner: Donald Schon
Models and loops
Reflection-in-action
Social context
Putting reflection into practice
Personal experience
Workplace Diversity and Training - More than Fine Words
Introduction and learning objectives
Equal opportunities and managing diversity - what is the difference?
Training for diversity
Is the educational approach enough?
The law
Towards a learning organization?
Conclusion
The legal framework
Multilingual and Multicultural HRD
Introduction and learning objectives
Multilingual training and development
Language in the communication age
Language training in HRD
English as the lingua franca
Theories of language learning
Teaching and training methods
The management of language training
The good language learner
The new technologies
Multicultural/cross-cultural learning
Conclusion
Delivering Learning, Training and Development
Open, distance and flexible learning
Introduction and learning objectives
From teaching to learning
Distance learning
Open learning
Flexible learning
Issues for the learner in ODFL
Issues for ODFL providers
The corporate open learning centre
Conclusion
E-Learning: A Guide to Principles and Practice
Introduction and learning objectives
What is e-learning?
Why is e-learning important?
Benefits of e-learning
Disadvantages of e-learning
What is required to make e-learning successful?
Course design and development issues
The A-Z of training methods
The Design of Effective Group-based Training Methods
Introduction and learning objectives
Group training methods
Selecting methods
Emotion and learning
Play and fun
Using materials creatively
Conclusion: the future of training methods
Problem-Based Learning (PBL)
Introduction and learning objectives
Origins and principles
PBL: a way of professional and lifelong learning
Knowledge and PBL
PBL: theoretical underpinning
Facilitating PBL
The effectiveness of PBL
Conclusion
Management Training and Development: Problems, Paradoxes and Perspectives
Introduction and learning objectives
What do we mean by management?
What do we mean by development?
Perceptions of management training and development
Techniques of management training and development
Developing the emotionally intelligent manager
Evaluating the effectiveness of management training and development
Key issues to consider
Conclusion
Assessment and Evaluation of Learning, Training and Development
Evaluation and Assessment
Introduction and learning objectives
Key terms
Contemporary approaches to evaluation
Contemporary approaches to assessment
Conclusion
Accounting for the Human Resource Development Function
Introduction and learning objectives
The need for formal accounting
Costing
Auditing
Conclusion
Intellectual Capital
Introduction and learning objectives
Main components of intellectual capital
Links between the different forms of capital
Tangible, intangible and invisible assets
Methods of quantification and measurement
Implications for HR practitioners
Reporting of capital
Challenges for HRD
Conclusion
Managing the Human Resource Function
Total Quality Training and Human Resource Development
Introduction and learning objectives
Quality
Best practice benchmarking
Quality control and quality assurance
Quality awards
Total Quality Training and development
Conclusion
Marketing Human Resource Development
Introduction and learning objectives
Why market?
Who and where are the customers and how do you know what they need?
How do you reach the customers?
How do we keep the customers?
Evaluating the whole marketing process
The way forward, or what you can do
Managing the Human Resource Development Function
Introduction and learning objectives
Management and leadership of the HRD function
Control and facilitation - coaching and supportiveness
Principles and values
Strategic vs operational decision-making
Further points for managers of a team of HRD professionals
Conclusion
Bibliography
Index