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This is the 4th edition with a publication date of 6/19/2009.
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Effective Training: Systems, Strategies and Practicesdiscusses the training process within an overarching framework that shows readers how training activities meet organizational needs that are both strategic and tactical in nature. KEY TOPICS: Training in Organizations; Aligning Training with Strategy; Learning, Motivation, and Performance; Needs Analysis; Training Design; Traditional Training Methods; Computer-Based Training Methods; Development and Implementation of Training; Evaluation of Training; Key Areas of Organizational Training; Employee and Management Development MARKET: For readers looking for seamless integration of theory with effective and practical training applications.
Table of Contents
|Training in Organizations||p. 1|
|Overview of Training||p. 4|
|Trends in Training||p. 9|
|Career Opportunities in Training||p. 16|
|Important Concepts and Meanings||p. 17|
|Focus on Small Business||p. 22|
|Aligning Training with Strategy||p. 26|
|Strategic Planning||p. 29|
|OD, Strategy, and Training||p. 36|
|Putting It All Together||p. 43|
|Focus on Small Business||p. 49|
|Learning, Motivation, and Performance||p. 58|
|A Few Words About Theory||p. 61|
|Understanding Motivation and Performance||p. 62|
|Understanding Learning||p. 73|
|Social Learning Theory||p. 76|
|Aligning Training Design with Learning Process||p. 78|
|Motivation to Learn||p. 81|
|Training That Motivates Adults to Learn||p. 87|
|Needs Analysis||p. 95|
|Why Conduct a Training Needs Analysis?||p. 96|
|When to Conduct a TNA||p. 98|
|The TNA Model||p. 98|
|Where to Look for OPGs||p. 100|
|The Framework for Conducting a TNA||p. 102|
|Output of TNA||p. 127|
|Approaches to TNA||p. 130|
|Focus on Small Business||p. 136|
|TNA and Design||p. 138|
|Training Design||p. 153|
|Introduction to the Design of Training||p. 154|
|Organizational Constraints||p. 155|
|Developing Objectives||p. 160|
|Why Use Training Objectives?||p. 165|
|Facilitation of Learning: Focus on the Trainee||p. 167|
|Facilitation of Learning: Focus on Training Design||p. 178|
|Facilitation of Transfer: Focus on Training||p. 182|
|Facilitation of Transfer: Focus on Organizational Intervention||p. 189|
|Design Theory||p. 192|
|Focus on Small Business||p. 198|
|Outcomes of Design||p. 199|
|Traditional Training Methods||p. 208|
|Overview of the Chapter||p. 209|
|Matching Methods with Outcomes||p. 209|
|Lectures and Demonstrations||p. 210|
|Games and Simulations||p. 219|
|On-the-Job Training||p. 236|
|Summary of Methods and When to Use Them||p. 245|
|AV Enhancements to Training||p. 246|
|Computer-Based Training Methods||p. 261|
|Overview of the Chapter||p. 262|
|Overview of Computer-Based Training (CBT)||p. 262|
|CBT Methods||p. 266|
|Development and Implementation of Training||p. 285|
|Development of Training||p. 287|
|Transfer of Training||p. 313|
|Evaluation of Training||p. 324|
|Rationale for Evaluation||p. 325|
|Resistance to Training Evaluation||p. 326|
|So We Must Evaluate||p. 328|
|Types of Evaluation Data Collected||p. 329|
|Focus on Small Business||p. 352|
|Key Areas of Organizational Training||p. 375|
|Orientation Training (Onboarding)||p. 377|
|Diversity Training||p. 391|
|Sexual Harassment Training||p. 397|
|Team Training||p. 402|
|Cross-Cultural Training||p. 407|
|Other Training Programs and Issues||p. 412|
|Employee and Management Development||p. 423|
|Employee Development||p. 424|
|Management Development?||p. 432|
|Our Approach to Management Development||p. 433|
|General Overview of the Managerial Job||p. 434|
|General Characteristics of Managers||p. 436|
|Integration: Strategies and Management Characteristics||p. 440|
|Management Development Implications||p. 443|
|Sources of Knowledge/Skill Acquisition||p. 445|
|Training for Executive-Level Management||p. 449|
|Focus on Small Business||p. 456|
|Table of Contents provided by Ingram. All Rights Reserved.|