Organizational learning, performance, and change : an introduction to strategic human resource development

목차 (Table of Contents)

• CONTENTS
• List of Figures = xi
• Acknowledgments = xiii
• Preface = xvii
• PART Ⅰ : AN INTRODUCTION TO STRATEGIC HRD
• 1 Strategic Human Resource Development = 3
• An Examination of Terms = 3
• Definitions of HRD = 5
• Forces Causing Change in HRD = 7
• Misconceptions Surrounding HRD as a Profession = 8
• Mission and Purpose of HRD = 11
• Priorities HRD Professionals Should Address = 11
• Creating Value Through HRD = 11
• Outcomes of HRD = 13
• Challenges Facing HRD = 14
• The HRD Function for the Twenty-First Century = 16
• The HRD Professional for the Twenty-First Century = 17
• Organizational Learning, Performance, and Change = 19
• Conclusion = 20
• 2 Transformation of HRD = 23
• First-Level HRD = 23
• Higher-Order HRD = 30
• Conclusion = 49
• 3 Strategic HRD Leadership = 51
• The HRD Leaders of Tomorrow = 52
• Decentralization of HRD = 56
• Characteristics of Effective Strategic HRD Leaders = 57
• Knowledge of Strategic HRD Leaders = 58
• Skills of Strategic HRD Leaders = 60
• Abilities of Strategic HRD Leaders = 61
• Roles of Strategic HRD Leaders = 62
• Responsibilities of Strategic HRD Leaders = 69
• Conclusion = 77
• 4 Principles of Strategic HRD Practice = 79
• Principle 1 : Effective HRD Practice Integrates Eclectic Theoretical Disciplines = 79
• Principle 2 : Effective HRD Practice Is Based on Satisfying Stakeholder Needs and Expectations = 85
• Principle 3 : Effective HRD Practice Is Responsive but Responsible = 86
• Principle 4 : Effective HRD Practice Uses Evaluation as a Continuous Quality Improvement Process = 87
• Principle 5 : Effective HRD Practice Is Designed to Improve Organization Effectiveness = 89
• Principle 6 : Effective HRD Practice Relies on Relationship Mapping to Enhance Operational Effectiveness = 90
• Principle 7 : Effective HRD Practice Is Linked to the Organization's Strategic Business Goals and Objectives = 91
• Principle 8 : Effective HRD Practice Is Based on Partnerships = 92
• Principle 9 : Effective HRD Practice Is Results Oriented = 94
• Principle 10 : Credibility Is Essential to the Success of HRD Practice = 94
• Principle 11 : Effective HRD Practice Utilizes Strategic Planning = 96
• Principle 12 : Effective HRD Practice Relies on the Analysis Process to Identify Priorities = 97
• Principle 13 : Effective HRD Practice Is Based on Purposeful and Meaningful Measurement = 97
• Principle 14 : Effective HRD Promotes Diversity and Equality in the Workplace = 99
• Conclusion = 99
• PART Ⅱ : ORGANIZATIONAL LEARNING
• 5 Learning Organizations and Action Learning = 103
• Organizational Learning = 103
• Learning Partnerships = 105
• Learning Organizations = 106
• Action Learning = 116
• Conclusion = 122
• 6 Learning in Organizations = 125
• Who Is Responsible for Learning in Organizations? = 126
• Types of Learning in Organizations = 127
• Five Phases of the Learning Process in Organizations = 130
• Applying the Learning Process Model = 150
• Conclusion = 152
• 7 The Developmental Organization = 155
• Comparing Learning and Developmental Organizations = 155
• Guiding Principles of Developmental Organizations = 162
• Outcomes of Developmental Organizations = 165
• A Blueprint for Creating the Developmental Organization = 170
• Conclusion = 175
• PART Ⅲ : ORGANIZATIONAL PERFORMANCE
• 8 Human Performance Technology = 179
• A Definition of Human Performance Technology = 179
• Human Performance System = 186
• Models of Human Performance Technology = 190
• Conclusion = 194
• 9 Performance Improvement and Management = 197
• Performance Improvement = 198
• Models of Performance Improvement = 200
• Performance Management = 205
• Organizational Responsibilities in Performance Management = 207
• Organizational Leaders' Roles and Responsibilities in Performance Management = 210
• Managers' Roles and Responsibilities in Performance Management = 213
• HRD Professionals' Roles and Responsibilities in Performance Management = 221
• Employees' Roles and Responsibilities in Performance Management = 221
• The Performance Alignment Process = 223
• Conclusion = 230
• 10 Performance Consultant = 233
• Performance Consultant Roles and Subroles = 234
• Performance Consultant Responsibilities = 235
• Competencies and Skills of Performance Consultants = 236
• Accountabilities and Abilities of Performance Consultants = 246
• Areas of Expertise = 247
• Conclusion = 252
• 11 Performance Consulting = 255
• Why Employees and Organizations Fail to Achieve Desired Performance Results = 255
• Identifying Different Type of Clients = 258
• Focusing Performance Consulting Efforts = 260
• Responsibilities in Performance Consulting = 261
• Performance Consulting Model = 269
• Performance Technology Model = 273
• Conclusion = 277
• PART Ⅳ : ORGANIZATIONAL CHANGE
• 12 Organizational Change = 281
• Conditions for Organizational Change = 282
• Organizational Culture and Change = 284
• Understanding Resilience = 287
• Myths and Realities Concerning Organizational Change = 288
• Roles in the Change Process = 296
• Barriers to Organizational Change = 299
• Models of Organizational Change = 300
• HRD Professionals' Responsibilities When Implementing Change = 312
• Conclusion = 313
• 13 Organizational Development Change Agents = 315
• Values of Organizational Development Change Agents = 316
• Roles and Skills of Organizational Development Change Agents = 316
• Responsibilities of Organizational Development Change Agents = 325
• Planning, Managing, and Evaluating Organizational Development Projects = 330
• Conclusion = 333
• 14 Organizational Development Consulting = 335
• Organizational Development Consulting : A Total System Approach = 337
• Goals and Objectives of OD Consulting = 339
• Characteristics of OD Consulting = 341
• Purposes of OD Consulting = 341
• Outcomes of OD Consulting = 348
• Phases of OD Consulting = 348
• Organizational Development Frameworks = 355
• Conclusion = 365
• PART Ⅴ : ESSENTIAL PRACTICES IN ORGANIZATIONAL LEARNING, PERFORMANCE, AND CHANGE
• 15 Analysis in Organizational Learning, Performance, and Change = 369
• Goals for Analysis = 370
• Obstacles to Analysis = 370
• A Strategic Approach to Analysis = 372
• Models of Analysis = 385
• Conclusion = 395
• 16 Designing Learning and Performance Improvement Interventions and Change Initiatives = 397
• Design Principles and the Role of Designer = 397
• Intervention Design Models = 399
• Conclusion = 413
• 17 Evaluation in Organizational Learning, Performance, and Change = 415
• Purpose of Evaluation = 416
• When to Evaluate = 417
• What to Evaluate = 418
• Building a Measurement System = 419
• Using Evaluation to Avoid Critical Errors = 420
• Roles in Evaluation = 421
• The Evaluation Process = 422
• Outcomes of Evaluation = 425
• Models of Evaluation = 426
• Conclusion = 440
• Appendices = 441
• References = 453
• Index = 469