Handbook of human resource development /

"In the Handbook of Human Resource Development, Neal Chalofsky, Tonette Rocco, and Michael Lane Morris have compiled a collection of chapters sponsored by the Academy of Human Resource Development to address the fundamental concepts and issues that HR professionals face daily. The chapters are...

Full description

Bibliographic Details
Corporate Author:	Wiley Online Library
Other Authors:	Chalofsky, Neal, 1945-, Rocco, Tonette S., 1954-, Morris, Michael Lane, 1959-
Format:	eBook
Language:	English
Published:	San Francisco, CA : Wiley, 2014.
Subjects:	Personnel management. Career development. Manpower planning. Personnel > Direction. Plan de carrière. Main-d'œuvre > Planification. BUSINESS & ECONOMICS > Training. Career development Manpower planning Personnel management Electronic books.
Online Access:	Connect to the full text of this electronic book

Table of Contents:

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.
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.
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 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 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.
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 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?