Efnisyfirlit

• About the author
• Preface
• Introduction
• Structure and content
• Pedagogical and support features
• Online resources
• Part I Micro-HRD
• 1 Setting the scene for human resource development (HRD)
• Chapter check-in
• Introduction
• Growth and consolidation of HRD
• HRD’s identity
• Theory in HRD
• Research philosophy and HRD
• Ethics and purpose in HRD
• Critical HRD
• Conclusion: Meanings and purposes
• Chapter checkout
• Skills development 1: Preparing for and getting a job in HRD
• 2 Inside the ‘black box’
• Chapter check-in
• Introduction
• Learning
• Behaviourist theories of learning
• Cognitive theories of learning
• Memory’s role in learning
• Cognitive learning theory and HRD
• Cognitive theory and motivation
• Criticisms of the cognitive approach
• Conclusion: Meta-learning
• Chapter checkout
• Skills development 2: Using behaviourist and cognitive learning theory to enhance on-job training (OJT)
• 3 Learning from and with others
• Chapter check-in
• Introduction
• Social learning theory
• Social cognitive learning theory
• Social learning theory and HRD
• Situated learning theory
• Learning, legitimacy and participation
• Situated learning processes
• Apprenticeships
• Criticisms of situated learning
• Conclusion: Human nature
• Chapter checkout
• Skills development 3: Write a learning autobiography
• 4 Experience-based modalities of learning
• Chapter check-in
• Introduction
• Experiential learning theory
• ELT and learning styles
• Criticisms of experiential learning theory
• Action learning
• Action learning in practice
• Andragogy
• Conclusion: Learning to think
• Chapter checkout
• Skills development 4: Analysing an experience of learning in the workplace
• 5 ‘Neurolearning’ and HRD
• Chapter check-in
• Introduction
• Neuroscience and HRD: ‘Caveat emptor’
• Brain science basics
• Plasticity
• Neurodiversity and learning
• Emotions and learning
• Mindfulness and learning
• Ageing and learning
• Conclusion: HRD at the ‘cutting edge’
• Chapter checkout
• Skills development 5: Creating guidelines for brain-based HRD
• 6 Formal and informal learning
• Chapter check-in
• Introduction
• Formal learning and employee training
• Transfer of learning
• Simulation training
• The learning transfer environment
• Maximizing the impact of training
• Informal and incidental learning
• Processes of informal learning
• Conclusion: Learning and working
• Chapter checkout
• Skills development 6: Challenging tradition
• 7 Maximizing employees’ potential
• Chapter check-in
• Introduction
• Coaching and mentoring
• The rise and practice of coaching
• Mentoring
• Career and talent development
• Career development and HRD
• Leadership
• Leadership frameworks and leader power
• Leader and leadership development
• Conclusion: Character, practical intelligence and wisdom
• Chapter checkout
• Skills development 7: Getting the recipe ‘right’ for leader and leadership development
• Part II Macro-HRD
• 8 The bigger picture
• Chapter check-in
• Introduction
• Megatrends
• Globalization
• Technology
• Demographics
• Stakeholders
• Power, politics and diversity
• Environmental sustainability
• Trust and HRD
• Conclusion: Grand challenges
• Chapter checkout
• Skills development 8: Grand challenges and HRD’s response
• 9 HRD as a strategic partner
• Chapter check-in
• Introduction
• Theory and strategic HRD: Penrose’s and Barney’s contributions
• Dynamic capabilities and HRD
• Strategy and human resources
• Strategic human resource development (SHRD)
• Criticisms of strategic approaches
• Conclusion: Strategic alignment and strategic partnership
• Chapter checkout
• Skills development 9: ‘Just the job’?
• 10 The HRD system
• Chapter check-in
• Introduction
• Identifying and analysing learning and development needs
• HRD function and its stakeholders
• The HRD system in smaller firms
• HRD and organization development
• International HRD
• The learning ‘ecosystem’
• Conclusion: Agile HRD
• Chapter checkout
• Skills development 10: Personal development planning
• 11 Hybrid HRD
• Chapter check-in
• Introduction
• Historical background of technology-based learning
• Digital learning
• Blended learning
• Advantages and disadvantages of technology-based methods
• ‘70:20:10’
• Criticisms of 70:20:10
• Conclusion: The means to an end
• Chapter checkout
• Skills development 11: Making the case for hybrid HRD in barista training
• 12 Does HRD cost or pay?
• Chapter check-in
• Introduction
• Evaluation defined
• Purposes of evaluating HRD
• Kirkpatrick’s four-level framework
• Return-on-investment (ROI, level 5) evaluation
• Criticisms of, and alternatives to, levels-of-outcome models
• Conclusion: Whose ‘bottom line’?
• Chapter checkout
• Skills development 12: Designing an evaluation
• 13 The only sustainable source of competitive advantage
• Chapter check-in
• Introduction
• Learning and corporate longevity
• Mental models
• Assimilation and accommodation
• The upsides and downsides of mental models
• Routines
• A behavioural theory of organizational learning
• Levels of learning
• A cognitive theory of organizational learning
• Conclusion: A ‘coming of age’?
• Chapter checkout
• Skills development 13: Single- and double-loop learning in action
• 14 Knowledge and the new learning organization
• Chapter check-in
• Introduction
• Organizational knowledge
• Types of knowledge
• Knowledge creation and management
• Criticisms of Nonaka’s SECI model
• The learning organization
• Senge’s five disciplines of a learning organization
• Marsick and Watkins’ dimensions of a learning organization
• Criticisms of The Learning Organization
• Conclusion: Now’s the time?
• Chapter checkout
• Skills development 14: Gaining support for the ‘learning organization’ through the appointment of a chief learning officer (CLO)
• References
• Index