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Title Handbook of human resource development / Neal E. Chalofsky, Tonette S. Rocco, Michael Lane Morris
Published San Francisco, CA : Wiley, 2014
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Contents Chapter Eighteen: Disability, Health and Wellness Programs, and the Role of HRD -- Disability as a Complex Phenomenon -- Disability Law in Brief -- Health and Wellness Programs in the Workplace -- Corporations as Contributors to Health Promotion -- Specific Health and Wellness Programs -- Implications for HRD -- Chapter Nineteen: Sexual Orientation and HRD -- Sexual Orientation and Human Resource Development -- Definitions -- Cultural Competence -- Equitable Efforts in HRD and Implications -- Chapter Twenty: International and Cross-Cultural Perspectives of HRD -- Globalization, Work Performance, and HRD -- Frameworks Relevant to Cross-Cultural Management and IHRD -- International and Cross-Cultural HRD Issues -- Cross-Cultural Training and Development -- Expatriation and Repatriation, Inpatriation, Transpatriation -- Contemporary Issues Relevant to Cross-Cultural HRD -- Cultural Intelligence -- Cultural Convergence, Divergence, and Crossvergence -- Implications for Professional Practice -- Implications for Future Research -- Part V. HRD in the Organization -- Chapter Twenty-One: Contemporary Career Literature and HRD -- CD Literature in HRD -- Implications for Future Research -- Implications for Practice -- Chapter Twenty-Two: Trends and Issues in Integrating Knowledge Management and Organizational Learning for Workplace Performance Improvement -- Theoretical Foundation of Knowledge Management -- Definitions of KM and KM Systems -- Evolution of KM Concepts and Theories -- Critical Themes of KM -- Knowledge Management Tools and Technological Systems -- Technological Systems for KM -- KM Tools -- Learning Organization and Organizational Learning -- Learning Organization -- Organizational Learning -- Empirical Research Including or Aligning LO/OL and KM -- Considerations for an Integrated Approach of Knowledge Management and Organizational Learning -- Implications for Research and Practice -- Chapter Twenty-Three: Linking Motivation to Workplace Learning Transfer: The Role of Implementation Intentions and Personal Initiative -- Linking Motivation to Transfer and Transfer Performance -- The Model -- Motivation to Transfer -- Implementation Intentions -- Personal Initiative -- The Role of Personal Initiative in the Transfer Process -- Discussion -- Practical Implications -- Chapter Twenty-Four: Coaching -- A Conceptual Framework for Organizational Coaching -- Two Forms of Organizational Coaching -- Coaching Models and Processes -- Theoretical Perspectives in Organizational Coaching -- Adult Development -- Cognitive/Behavioral Psychology -- Ontology -- Positive Psychology -- Challenges and Trends in Organizational Coaching
Chapter Six: Dilemmas in Defining HRD -- Dilemmas in Defining HRD -- The Drive to Define -- Reasons to Not Define HRD -- The Philosophical Case for Refusing to Define HRD -- The Theoretical Case for Refusing to Define HRD -- The Professional Case for Refusing to Define HRD -- The Practical Reason for Refusing to Define HRD -- Implications for Working Without a Definition of HRD -- Developing Non-Defining Parameters -- Chapter Seven: Perspectives on the Concept of Development for HRD -- Types of Development -- Life cycle Development -- Dialectic Development -- Evolutionary Development -- Teleological Development -- Interaction of the Four Models -- Human Resource Development and Human Development -- Chapter Eight: A Critical, Feminist Turn in HRD: A Humanistic Ethos -- Founding Humanist Principles of HRD -- HRD Dominated by Masculine Rationality -- Critical Perspectives -- Critical Theory -- Critical Management Studies (CMS) -- Critical Human Resource Development (CHRD) -- Feminist Theory -- A Critical, Feminist Critique of Organizations and Change -- Critical Theory's Contribution to Organization Critique -- The Woman "Problem" and Why Some Feminist Change Strategies Fail -- A Critical, Feminist HRD Agenda -- Chapter Nine: Critical HRD -- What -- Why -- When -- Where -- Who -- How -- Contributions, and Implications -- Chapter Ten: Corporate Social Responsibility and HRD: Uneasy Tensions and Future Directions -- The Discourses of Corporate Social Responsibility -- Challenges and Tensions of Practicing CSR -- HRD Within CSR -- Part III. Developing the Workforce -- Chapter Eleven: Expertise Through the HRD Lens: Research Trends and Implications -- Expertise Defined -- Objective Characteristics -- Subjective Characteristics -- Emerging Developments in Expertise Scholarship -- Expertise Measurement -- Expertise Redevelopment -- Elicitation and Transfer of Expertise -- Leadership and Expertise -- Implications -- Chapter Twelve: Competence: Bases for Employee Effectiveness -- Base Competencies -- Global Competencies -- The Techno-Socio-Culturally Competent Employee -- Global Complexity -- Organizational Complexity -- Implications for HR Managers -- The Competent Employee
Chapter Thirteen: Workplace Learning -- Purpose of the Chapter -- Definition of Workplace Learning -- Origin of the Term "Workplace Learning" -- The History of Workplace Learning -- Applications of Workplace Learning -- The Link with Workplace Training -- Claims Associated with the Concept -- Criticizing Workplace Learning -- Alternatives Suggested for the Concept -- Chapter Fourteen: Guiding HRD Research in the Work/Life Interface: The Importance of Work/Life Harmony in the Development of Interventions -- Introducing Work/Life Harmony -- The DNA of Work/Life Harmony and Its Properties -- Why Work/Life Harmony Is a Better Metaphor for Explaining Work/Life Dynamics -- Recommendations to HRD Researchers and Practitioners -- Recommendations for Research -- Recommendations for Practice -- Chapter Fifteen: The Inner Work of Self-Formation in Work-Related Learning -- The Meanings of Work-Related Learning -- Different Ways to Understand the Meaning of Work -- Vocation, Work-Related Learning, and the Process of Self-Formation -- Work-Related Learning and Self-Formation -- Fostering Self-Formation in Work-Related Learning1 -- Curricular and Pedagogical Implications for HRD -- Part IV. Managing the Workforce -- Chapter Sixteen: Aging as a Career Development Challenge for Organizations -- Career Challenges of Older Workers: Three Selected Cases -- Study 1: Aging and Changing Employment Patterns at a University -- Study 2: Recurrent Education of Older Forestry Workers in Sweden -- Study 3: Employability of Aging Police Officers in The Netherlands -- Important Issues in the Selected Cases -- Career Development and Individual Characteristics -- Age-Related Differences in Cognition -- Career Development and Experience -- Career Development and Organizational Characteristics -- Employability Strategies: Policies and Practices -- Line Manager Supports and Practical Implications -- Chapter Seventeen: A Social Justice Paradigm for HRD: Philosophical and Theoretical Foundations -- The Absence of Social Justice in Defining the Field of HRD -- Philosophical Foundations of Social Justice -- Ontology -- Epistemology -- Axiology -- Theoretical Foundations of Social Justice -- Foundation in Legal Studies -- Foundations in Intersectionality -- Foundations in Feminist Theory -- Foundation in Disability Studies -- Foundation in Lesbian, Gay, or Bisexual Sexual Orientation and Transgender Identity Studies -- Foundation in Education -- Toward a Social Justice Paradigm: Implications for HRD
Chapter Thirty-Five: Employee Engagement and HRD: Exploring the Philosophical Underpinnings, Measurement, and Interventions -- Philosophical Underpinnings of Employee Engagement -- The Need-Satisfaction Framework -- The Burnout-Antithesis Framework -- The Multidimensional Framework -- Instrumentation: Measuring Engagement in HRD -- Utrecht Work Engagement Scales -- Maslach-Burnout Inventory General Survey -- Psychological Engagement -- Job Engagement -- The Passion Scale -- Reports of Plausible Engagement Interventions in HRD -- Reports of Initial Success -- Field Studies -- Programmatic Evaluation -- Considerations for HRD Research -- Considerations for HRD Practice -- Viable Models -- Valid and Reliable Instruments -- The Motivations of Stakeholders -- Chapter Thirty-Six: Emotional Intelligence and Its Critical Role in Developing Human Resources -- Why the Interest in Emotional Intelligence? -- What Is Emotional Intelligence? -- HRD Graduate Programs -- How the Discipline of HRD Can Use Emotional Intelligence to Develop Human Resources -- Part VIII. Future Directions -- Chapter Thirty-Seven: National HRD -- Definition of NHRD -- Emerging Models Related to NHRD -- History and Examples of Country-Wide Applications of NHRD -- India -- Republic of Korea (South Korea) -- Brazil -- Afghanistan -- Subsets of NHRD -- Characteristics of NHRD -- Measuring the Outcomes of NHRD -- Challenges/Barriers with NHRD -- The Future of NHRD -- Practice -- Research -- Theory -- Chapter Thirty-Eight: Certification of HRD Professionals -- Credentialing Terminology and Certification Model -- Competency-Based Certification Model -- Benefits and Limitations of Personnel Certification -- Challenges Facing the Creation of HRD Certification -- Philosophical Issues: Does HRD Need Certification? -- Technical Issues: What Should AHRD Do to Create Quality Certification? -- Business/Financial Issues: How Should AHRD Develop a Market-Valued Certification? -- Presenting a Case for Creating HRD Certification -- Chapter Thirty-Nine: Standards and Accreditation of HRD Academic Programs -- Types of Accrediting Organizations -- Accreditation -- Accreditation and AHRD -- Final Thoughts -- Chapter Forty: Future Directions for HRD -- Our Approach -- Where Is HRD Now? -- Where Do We Want/Need to Be? -- What Are the Internal and External Challenges? -- Four Key Issues -- What Should We Do to Achieve the Ideal Future?
Chapter Thirty-Two: Action Learning: An HRD Tool for Solving Problems, Developing Leaders, Building Teams, and Transforming Organizations -- Blending the Learning and the Action in Action Learning -- Learning Components -- Action Components -- Multiple-Problem and Single-Problem Action Learning Groups -- Theoretical Underpinnings of Action Learning -- Overview of the Stages of Action Learning -- Importance of Diversity in Action Learning -- Evidence for the Effectiveness of Action Learning -- Applications of Action Learning -- Problem Solving -- Leadership Development -- Building Teams -- Creating Learning Organizations -- Individual Professional Growth and Development -- Challenges in the Application of Action Learning -- Areas for Future Research -- Continued Growth of Action Learning Around the World -- Chapter Thirty-Three: Virtual HRD -- Defining Virtual HRD -- Learning Is Fundamental to Virtual HRD -- Individual and Collective Activities in Virtual HRD -- Virtual HRD Within Virtual HR -- Emerging Perspectives of Virtual HRD and Enabling Technologies -- Enabling Technologies -- Eportfolios and Virtual HRD -- Technology Development and New HRD Skills -- A Definition of Technology Development -- New Skills for HRD Professionals -- Chapter Thirty-Four: Developing Strategic Mindsets in HRD: Toward an Integral Epistemology of Practice -- Implications of Complexity for the Literature on Strategy and Strategic Thinking -- Opportunities for Strategic HRD -- Toward an Integral Epistemology of HRD Practice: Four Streams of Relevant Literature -- Strategically Learning Through the Context of Complexity -- The Implications for How Experience Is Utilized Under Conditions of Complexity -- Use of Strategic Learning Practices -- Constructive Developmental Theory and Action Logics -- Action Inquiry and Strategic Learning Practices -- Summarizing the Connectivity Among the Theoretical Streams -- From Theory to Practice: Elements of a Framework for Developing Strategic Mindsets -- Integrating the Elements in a Strategy Development Process -- Applications in Graduate Classes -- Lessons Learned and Implications for HRD Practice and Research
Chapter Twenty-Five: Mentoring: Perpetuated on a Myth? -- Historical Underpinnings -- Current Concepts -- Criticisms of Mentoring -- Implications for Implementation -- Chapter Twenty-Six: Talent Management as a Strategically Aligned Practice -- The Current State of Talent Management -- Talent Management: A Strategically Aligned HR Practice -- Strategic Alignment -- Talent Segmentation -- TM Approach 1: Focus on High Performers -- TM Approach 2: Focus on the Leadership Pipeline -- TM Approach 3: Focus on Pivotal Talent Pools -- TM Approach 4: Focus on Specific Talent Segments -- Discussion and Implications -- Part VI. Managing HRD -- Chapter Twenty-Seven: HRD Policy: An Overview -- Defining HRD Policy -- Concepts of Public Policy -- Tracing the Different Views of HRD: What This Means for Policy -- Defining the Intersections Between HRD and Policy -- What Is Government's Role in Promoting HRD Outcomes? -- Investments in Compulsory Education Are Only Part of the Problem -- All Workers Need Higher Education -- Shortfalls in Science and Math Educated Workers -- Government Has a Limited Role in Assisting Firms in Improving Performance -- Key Trends in HRD Policy -- Preparing the New Workforce -- Retraining Workers Displaced by Economic Change -- Supporting Firm-Based Training -- Chapter Twenty-Eight: Legal Aspects of HRD -- Administration of the HRD Function -- Training Mandated Directly by Statute or Regulation -- Training as a Defense to Claims of Unfair Treatment -- Negligence and the Common Law Duty to Train -- Negligence and Employee Training -- Recovering Training Costs -- The HRD Production Function -- Apprenticeship Training -- Copyright and Intellectual Property -- Treatment of Participants -- Compensating Participants -- Fair Employment and Human Resource Development -- Implications: Law and the HRD Professional -- Chapter Twenty-Nine: Strategic HRD: Adopting a Philosophy, Strategies, Partnerships, and Transformational Roles -- Activity-Based HRD and Results-Driven HRD Programs -- Activity-Based HRD -- Results-Driven HRD -- Phases of HRD Programs -- Creating a Strategic HRD Philosophy -- Creating Credibility in the Organization -- Strategies for Improving Credibility -- Earning Credibility -- Transferring Credibility -- Developing Credibility Through Reputation -- Additional Techniques for Establishing Credibility -- Organizational Effectiveness -- Identifying Strategies That Improve Organizational Effectiveness -- Creating Strategic Partnerships in Organizations -- Identifying Transactional and Transformational Roles in HRD -- Transactional Roles -- Transformational Roles -- Chapter Thirty: Morality and Ethics in HRD -- Introduction and Overview -- Key Principles and Theories -- Issues Related to Globalism and Diversity of Religious-Moral Perspectives -- Role of and Issues with Professional Codes of Ethics -- Issues and Trends in Best Practice -- Implications for HRD Researchers and Scholar-Practitioners -- Chapter Thirty-One: HRD in Smaller Firms: Current Issues, Insights, and Future Directions for Research and Practice -- Mapping the Terrain of Smaller Firms -- Characteristics of HRD in Small Firms: Examining the Evidence -- Drivers of HRD -- Barriers to HRD -- The Rationality of Informality in Smaller Firm HRD -- Researching HRD in Small Firms: New Directions -- Implications for HRD Policy and Practice -- Part VII. Innovative Applications
Introduction: The Profession and the Discipline -- HRD: From Practice to Profession to Discipline -- Evolution of the Profession -- HRD as a Discipline -- What Is a Discipline? -- Perspectives from Other Disciplines -- The Foundational Disciplines for the Study of HRD -- So What Is HRD, Really? -- and Resources -- Part I. Foundations of the Discipline of HRD -- Chapter One: Psychological Foundations of HRD -- Foundational Psychological Theories and HRD -- Behavioral Psychology and HRD -- Humanistic Psychology and HRD -- Positive Psychology and HRD -- Gestalt Psychology and HRD -- Developmental Psychology and HRD -- Social and Emotional Development -- Implications for HRD -- Chapter Two: System Theory and HRD -- System Theory -- Implications of System Theory -- HRD Process -- HRD Programs -- Management of HRD -- Applying System Theory to HRD -- Understanding HRD -- Understanding Organizational Change and HRD -- Chapter Three: Adult Learning Theory and Application in HRD -- Individual Learning at Work -- Andragogy -- Dewey-Based Theories -- Relatedness: Collective and Collaborative Learning -- Complexity Theory -- Learning at the Organizational Level -- Applications to Human Resource Development -- Informal and Incidental Learning -- Collaborative Developmental Action Inquiry -- Creating a Learning Culture -- Chapter Four: Management and Leadership in HRD -- Introduction -- Does Leadership Make a Difference? -- Management and Leadership -- Focus on Management -- Aims of the Present Review -- A Brief History of Leadership Research and Development (ca. 1940-ca. 1980) -- Recent Trends in Leadership Development Theory and Practice (ca. 1980-ca. 2010) -- Current Leadership Development Theory and Practice: Learning from Experience -- Future Trends -- New Concepts of Leadership and HRD -- Shared Leadership -- Leadership and Character -- Chapter Five: Organizational Culture and HRD: The Roots, the Landscape, and the Future -- The Roots -- The Landscape -- Different Disciplines, Different Perspectives -- HRD and Organizational Culture -- The Future -- Part II. Issues and Perspectives on HRD
Part I. Foundations of the Discipline of HRD -- Part II. Issues and Perspectives on HRD -- Part III. Developing the Workforce -- Part IV. Managing the Workforce -- Part V. HRD in the Organization -- Part VI. Managing HRD -- Part VII. Innovative Applications -- Part VIII. Future Directions
Summary "The handbook features 42 chapters authored/co-authored by 62 authoritative academic and scholar-practitioners (chapter summaries and contributor bios are available):1. HRD - The Profession and the Discipline - Neal Chalofsky2. Foundations of the discipline of HRD 3. Issues & Perspectives on HRD4. Philosophy and Values of HRD 5. Managing the Workforce 6. Management and HRD 7. Innovative Applications 8. Future Directions "-- Provided by publisher
Notes Includes indexes
Bibliography Includes bibliographical references and index
Notes Print version record and CIP data provided by publisher
Subject Career development.
Manpower planning.
Personnel management.
BUSINESS & ECONOMICS -- Training.
Career development.
Manpower planning.
Personnel management.
Form Electronic book
Author Chalofsky, Neal, 1945-
Morris, Michael Lane, 1959-
Rocco, Tonette S., 1954-
LC no. 2014011176
ISBN 1118454022
1118839889
1118839994
9781118454022
9781118839881
9781118839898
9781118839997
1118839897