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Human Resource Development

by
Edition:
4th
ISBN13:

9780324319781

ISBN10:
0324319789
Format:
Hardcover
Pub. Date:
3/14/2005
Publisher(s):
South-Western College Pub
List Price: $193.66

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Summary

Master the basics of human resource development with HUMAN RESOURCE DEVELOPMENT! Providing you with a clear understanding of the concepts, processes, and practices that form the basis of success, this management text shows you how concepts and theory can be put into practice in a variety of organizations. Coverage includes strategic issues in HRD, employee behavior, implementing HRD programs, training, research and statistics, and team-based coverage.

Table of Contents

Preface v
PART 1 FOUNDATIONS OF HUMAN RESOURCE DEVELOPMENT
1(124)
Introduction to Human Resource Development
2(35)
Introduction
4(1)
The Evolution of Human Resource Development
5(4)
Early Apprenticeship Training Programs
5(1)
Early Vocational Education Programs
6(1)
Early Factory Schools
6(1)
Early Training Programs for Semiskilled and Unskilled Workers
7(1)
The Human Relations Movement
7(1)
The Establishment of the Training Profession
8(1)
Emergence of Human Resource Development
8(1)
The Relationship Between Human Resource Management and HRD/Training
9(2)
Primary HRM Functions
10(1)
Secondary HRM Functions
10(1)
Line Versus Staff Authority
11(1)
Human Resource Development Functions
11(6)
Training and Development (T&D)
11(1)
Organization Development
12(1)
Career Development
12(1)
The ``New Learning and Performance Wheel''
13(1)
Strategic Management and HRD
14(2)
The Supervisor's Role in HRD
16(1)
Organizational Structure of the HRD Function
17(1)
Roles and Competencies of an HRD Professional
17(6)
The HRD Executive/Manager
18(2)
Other HRD Roles and Outputs for HRD Professionals
20(1)
Certification and Education for HRD Professionals
21(2)
Challenges to Organizations and to HRD Professionals
23(3)
Increasing Workforce Diversity
23(1)
Competing in a Global Economy
24(1)
Eliminating the Skills Gap
25(1)
The Need for Lifelong Learning
25(1)
Facilitating Organizational Learning
26(1)
A Framework for the HRD Process
26(4)
Needs Assessment Phase
27(1)
Design Phase
28(1)
Implementation Phase
29(1)
Evaluation Phase
29(1)
Organization of the Text
30(1)
Summary
31(6)
Key Terms and Concepts
32(1)
Questions for Discussion
32(1)
Exercise: Interview an HRD Professional
33(1)
References
33(4)
Influences on Employee Behavior
37(37)
Introduction
38(1)
Model of Employee Behavior
39(2)
Major Categories of Employee Behavior
40(1)
External Influences on Employee Behavior
41(7)
Factors in the External Environment
41(1)
Factors in the Work Environment
42(6)
Motivation: A Fundamental Internal Influence on Employee Behavior
48(12)
Need-Based Theories of Motivation
49(3)
Cognitive Process Theories of Motivation
52(6)
Reinforcement Theory: A Noncognitive Theory of Motivation
58(1)
Summary of Motivation
59(1)
Other Internal Factors that Influence Employee Behavior
60(5)
Attitudes
62(1)
Knowledge, Skills, and Abilities (KSAs)
63(2)
Summary
65(9)
Key Terms and Concepts
66(1)
Questions for Discussion
66(1)
Exercise: Increasing Employee Motivation
67(1)
References
68(6)
Learning and HRD
74(51)
Introduction
76(1)
Learning and Instruction
77(3)
The Search for Basic Learning Principles
77(1)
Limits of Learning Principles in Improving Training Design
78(1)
The Impact of Instructional and Cognitive Psychology on Learning Research
79(1)
Maximizing Learning
80(12)
Trainee Characteristics
80(5)
Training Design
85(3)
Retention of What Is Learned
88(1)
Transfer of Training
89(3)
Individual Differences in the Learning Process
92(10)
Rate of Progress
93(2)
Attribute-Treatment Interaction (ATI)
95(1)
Training Adult and Older Workers
96(6)
Learning Strategies and Styles
102(3)
Kolb's Learning Styles
102(1)
Learning Strategies
103(1)
Perceptual Preferences
104(1)
Recent Developments in Instructional and Cognitive Psychology
105(7)
The ACT*/ACT-R Approach to Learning Procedural Skills
105(2)
Learning to Regulate One's Own Behavior
107(1)
Expert and Exceptional Performance
107(2)
Gagne's Theory of Instruction
109(3)
Summary
112(13)
Key Terms and Concepts
113(1)
Questions for Discussion
114(1)
Exercise 1: Learning Styles
115(1)
Exercise 2: VARK Questionnaire
115(1)
References
115(10)
PART 2 FRAMEWORK FOR HUMAN RESOURCE DEVELOPMENT
125(160)
Assessing HRD Needs
126(38)
Introduction
127(5)
Definition and Purposes of Needs Assessment
128(2)
What Is a Training or HRD Need?
130(2)
Levels of Needs Analysis
132(1)
Strategic/Organizational Analysis
132(6)
Components of a Strategic/Organizational Needs Analysis
132(2)
Advantages of Conducting a Strategic/Organizational Analysis
134(1)
Methods of Strategic/Organizational Analysis
134(4)
Task Analysis
138(8)
The Task Analysis Process
140(4)
An Example of a Task Analysis: Texas Instruments
144(1)
A Unique Task Analysis Approach at Boeing
145(1)
Summary of Task Analysis
146(1)
Person Analysis
146(7)
Components of Person Analysis
148(1)
Performance Appraisal in the Person Analysis Process
149(3)
Developmental Needs
152(1)
The Employee as a Source of Needs Assessment Information
152(1)
The ``Benchmarks'' Specialized Person Analysis Instrument
153(1)
Prioritizing HRD Needs
153(2)
Participation in the Prioritization Process
154(1)
The HRD Advisory Committee
154(1)
The HRD Process Model Debate
155(2)
Summary
157(7)
Key Terms and Concepts
158(1)
Questions for Discussion
158(1)
Exercise: Conducting a Task Analysis
159(1)
References
159(5)
Designing Effective HRD Programs
164(28)
Introduction
165(3)
Defining the Objectives of the HRD Intervention
168(4)
The ``Make Versus Buy'' Decision: Creating or Purchasing HRD Programs
172(3)
Selecting the Trainer
175(2)
Train-the-Trainer Programs
176(1)
Preparing a Lesson Plan
177(4)
Selecting Training Methods and Media
181(3)
Preparing Training Materials
184(2)
Program Announcements
185(1)
Program Outlines
185(1)
Training Manuals or Textbooks
185(1)
Scheduling the HRD Program
186(2)
Scheduling During Work Hours
186(1)
Scheduling After Work Hours
187(1)
Registration and Enrollment Issues
188(1)
Summary
188(4)
Key Terms and Concepts
189(1)
Questions for Discussion
189(1)
Exercise 1: Objective Writing for a Diversity Training Program
189(1)
Exercise 2: Objective Writing for a Training Program of Your Choice
190(1)
References
190(2)
Implementing HRD Programs
192(38)
Introduction
193(2)
Training Delivery Methods
195(1)
On-the-Job Training (OJT) Methods
196(4)
Job Instruction Training (JIT)
198(2)
Job Rotation
200(1)
Classroom Training Approaches
200(12)
The Lecture Approach
201(1)
The Discussion Method
202(1)
Audiovisual Media
203(4)
Experiential Methods
207(5)
Self-Paced/Computer-Based Training Media and Methods
212(5)
Some Final Issues Concerning Training Program Implementation
217(5)
Arranging the Physical Environment
219(1)
Getting Started
220(2)
Summary
222(8)
Key Terms and Concepts
222(1)
Questions for Discussion
222(1)
Exercise 1: Generating Questions for Discussion Leading
223(1)
Exercise 2: Designing E-Learning Materials
223(1)
References
223(7)
Evaluating HRD Programs
230(55)
Introduction
231(2)
The Purpose of HRD Evaluation
233(2)
How Often Are HRD Programs Evaluated?
234(1)
The Evaluation of Training and HRD Programs Prior to Purchase
234(1)
Changing Evaluation Emphases
235(1)
Models and Frameworks of Evaluation
235(7)
Kirkpatrick's Evaluation Framework
236(2)
Other Frameworks or Models of Evaluation
238(1)
Comparing Evaluation Frameworks
239(3)
Data Collection for HRD Evaluation
242(7)
Data Collection Methods
242(2)
Choosing Data Collection Methods
244(3)
Types of Data
247(1)
The Use of Self-Report Data
248(1)
Research Design
249(2)
Ethical Issues Concerning Evaluation Research
251(3)
Confidentiality
252(1)
Informed Consent
252(1)
Withholding Training
252(1)
Use of Deception
253(1)
Pressure to Produce Positive Results
253(1)
Assessing the Impact of HRD Programs in Dollar Terms
254(8)
Evaluation of Training Costs
254(8)
A Closing Comment on HRD Evaluation
262(1)
Summary
263(10)
Key Terms and Concepts
264(1)
Questions for Discussion
264(1)
Exercise: Calculating the Costs and Benefits of Training
265(1)
Integrative Case: What Went Wrong at University Hospital?
266(1)
References
267(6)
Appendix 7-1
Appendix to Chapter 7: More on Research Design
273(12)
Research Design Validity
273(1)
Nonexperimental Designs
274(3)
Experimental Designs
277(2)
Quasi-Experimental Designs
279(1)
Statistical Power: Ensuring that a Change Will Be Detected if One Exists
280(2)
Selecting a Research Design
282(1)
Appendix References
283(2)
PART 3 HUMAN RESOURCE DEVELOPMENT APPLICATIONS
285(364)
Employee Socialization and Orientation
286(38)
Introduction
287(1)
Socialization: The Process of Becoming an Insider
288(5)
Some Fundamental Concepts of Socialization
289(2)
Content of Socialization
291(1)
Outcomes of Socialization
292(1)
Various Perspectives on the Socialization Process
293(6)
Stage Models of Socialization
293(2)
People Processing Tactics and Strategies
295(2)
Newcomers as Proactive Information Seekers
297(1)
What Do Newcomers Need?
298(1)
The Realistic Job Preview
299(5)
How Realistic Job Previews Are Used
301(2)
Are Realistic Job Previews Effective?
303(1)
Employee Orientation Programs
304(12)
Assessment and the Determination of Orientation Program Content
305(1)
Orientation Roles
306(5)
Problems with Orientation Programs
311(1)
Designing and Implementing an Employee Orientation Program
312(1)
Evaluation of Orientation Program Effectiveness
313(3)
Summary
316(8)
Key Terms and Concepts
316(1)
Questions for Discussion
317(1)
Exercise: Designing a Technology-Enhanced Orientation Program
317(1)
References
318(6)
Skills and Technical Training
324(42)
Introduction
325(1)
Basic Workplace Competencies
326(2)
Basic Skills/Literacy Programs
328(3)
Addressing Illiteracy in the Workplace
329(1)
Designing an In-House Basic Skills/Literacy Program
329(1)
Federal Support for Basic Skills Training
330(1)
Technical Training
331(13)
Apprenticeship Training Programs
332(2)
Computer Training Programs
334(1)
Technical Skills/Knowledge Training
335(1)
Safety Training
336(4)
Quality Training
340(4)
Interpersonal Skills Training
344(6)
Sales Training
344(1)
Customer Relations/Service Training
345(2)
Team Building/Training
347(3)
Role of Labor Unions in Skills and Technical Training Programs
350(2)
Joint Training Programs
350(2)
Professional Development and Education
352(4)
Continuing Education at Colleges and Universities
352(1)
Continuing Education by Professional Associations
353(1)
Company-Sponsored Continuing Education
354(1)
HRD Department's Role in Continuing Education
354(2)
Summary
356(10)
Key Terms and Concepts
357(1)
Questions for Discussion
357(1)
Exercise: Evaluating a Class Project Team
358(1)
References
358(8)
Coaching and Performance Management
366(36)
Introduction
368(1)
The Need for Coaching
368(1)
Coaching: A Positive Approach to Managing Performance
369(1)
Coaching and Performance Management
369(1)
Definition of Coaching
370(3)
Role of the Supervisor and Manager in Coaching
372(1)
The HRD Professional's Role in Coaching
373(1)
Coaching to Improve Poor Performance
373(11)
Defining Poor Performance
374(1)
Responding to Poor Performance
375(2)
Conducting the Coaching Analysis
377(4)
The Coaching Discussion
381(3)
Maintaining Effective Performance and Encouraging Superior Performance
384(1)
Skills Necessary for Effective Coaching
385(3)
The Effectiveness of Coaching
388(2)
Employee Participation in Discussion
388(1)
Being Supportive
389(1)
Using Constructive Criticism
389(1)
Setting Performance Goals During Discussion
389(1)
Training and the Supervisor's Credibility
389(1)
Organizational Support
390(1)
Closing Comments on Coaching and Performance Management
390(3)
Summary
393(9)
Key Terms and Concepts
394(1)
Questions for Discussion
394(1)
Exercise: Design Your Own Performance Management System
395(1)
References
395(7)
Employee Counseling and Wellness Services
402(52)
Introduction
403(3)
Employee Counseling as an HRD Activity
405(1)
The Link Between Employee Counseling and Coaching
405(1)
An Overview of Employee Counseling Programs
406(3)
Components of the Typical Program
406(2)
Who Provides the Service?
408(1)
Characteristics of Effective Employee Counseling Programs
408(1)
Employee Assistance Programs
409(11)
Substance Abuse
409(1)
Mental Health
410(2)
The EAP Approach to Resolving Employee Personal Problems
412(5)
Effectiveness of EAPs
417(3)
Stress Management Interventions
420(5)
Defining Stress
421(2)
A Model of Stress Management Interventions
423(1)
The Effectiveness of Stress Management Interventions
424(1)
Employee Wellness and Health Promotion Programs
425(7)
Exercise and Fitness Interventions
428(1)
Smoking Cessation
429(1)
Nutrition and Weight Control Interventions
430(1)
Control of Hypertension
431(1)
Overall Effectiveness of Health and Wellness Programs
432(1)
Issues in Employee Counseling
432(7)
Effectiveness of Employee Counseling Interventions
432(1)
Legal Issues in Employee Counseling Programs
433(4)
Whose Responsibility Is Employee Counseling?
437(1)
Ethical Issues in Employee Counseling
438(1)
Unintended Negative Outcomes of Employee Counseling Programs
439(1)
Closing Comments
439(1)
Summary
440(14)
Key Terms and Concepts
441(1)
Questions for Discussion
441(1)
Exercise: How are You Dealing with Work Stress?
442(1)
References
442(12)
Career Management and Development
454(59)
Introduction
455(4)
The ``New Employment Relationship''
456(2)
Impact of the New Employment Relationship on Organizational Career Management and Development
458(1)
Defining Career Concepts
459(3)
What Is a Career?
459(1)
Relationship of Career to Nonwork Activities
460(1)
Career Development
460(1)
Career Planning and Career Management
461(1)
Stages of Life and Career Development
462(6)
Stage Views of Adult Development
463(5)
Models of Career Development
468(5)
Traditional Models of Career Development
468(4)
Reconciling the Traditional and Contemporary Career Models
472(1)
Life Stage and Career Models as the Conceptual Base for Career Development
473(1)
The Process of Career Management
473(5)
An Individually Oriented Management Model
473(3)
Organizationally Oriented Career Management Models
476(2)
Roles in Career Management
478(2)
The Individual's Role
478(1)
The Manager's Responsibility
479(1)
The HRD and Career Development Professional's Responsibility
479(1)
Career Development Practices and Activities
480(11)
Self-Assessment Tools and Activities
482(1)
Individual Counseling or Career Discussions
483(1)
Internal Labor Market Information Exchanges and Job Matching Systems
484(2)
Organization Potential Assessment Processes
486(2)
Developmental Programs
488(3)
Issues in Career Development
491(6)
Developing Career Motivation
491(2)
The Career Plateau
493(2)
Career Development for Nonexempt Employees
495(1)
Enrichment: Career Development Without Advancement
496(1)
Delivering Effective Career Development Systems
497(3)
Summary
500(13)
Key Terms and Concepts
501(1)
Questions for Discussion
501(1)
Exercise: A Career Planning Essay
502(1)
References
503(10)
Management Development
513(48)
Introduction
514(3)
Extent of Management Development Activities
516(1)
Organization of the Chapter
516(1)
Describing the Manager's Job: Management Roles and Competencies
517(10)
Approaches to Understanding the Job of Managing
518(3)
Managers as Persons: A Holistic View of the Manager's Job
521(3)
Importance of Needs Assessment in Determining Managerial Competencies
524(1)
The Globally Competent Manager
525(2)
What Competencies Will Future Managers Need?
527(1)
Making Management Development Strategic
527(3)
Management Education
530(6)
Bachelor's or Master's Degree Programs in Business Administration
530(2)
Executive Education Programs
532(4)
Management Training and Experiences
536(7)
Company-Designed Courses
537(1)
Corporate Universities
537(1)
On-the-Job Experiences
538(5)
Examples of Approaches Used to Develop Managers
543(6)
Leadership Training
543(3)
Behavior Modeling Training
546(3)
Designing Effective Management Development Programs
549(1)
Summary
550(11)
Key Terms and Concepts
551(1)
Questions for Discussion
551(1)
Exercise: Profiling an Effective Leader
552(1)
References
552(9)
Organization Development and Change
561(51)
Introduction
562(1)
Organization Development Defined
563(1)
Plan of the Chapter
563(1)
Organization Development Theories and Concepts
563(5)
Change Process Theory
563(2)
Implementation Theory
565(2)
Limitations of Research Supporting OD Theories
567(1)
Model of Planned Change
568(2)
Designing an Intervention Strategy
570(7)
Specific Roles
570(4)
Steps for Designing an Intervention Strategy
574(2)
Role of HRD Practitioners in the Design of OD Interventions
576(1)
The Role of Labor Unions in OD Interventions
576(1)
Types of Interventions: Human Process-Based
577(2)
Survey Feedback
577(1)
Team Building
578(1)
Effectiveness of Human Process-Based Interventions
579(1)
Types of Interventions: Technostructural
579(3)
Job Enlargement
579(1)
Job Enrichment
580(1)
Alternative Work Schedules
580(1)
Effectiveness of Technostructural Interventions
581(1)
Types of Interventions: Sociotechnical Systems
582(7)
Quality Circles
582(1)
Total Quality Management
583(3)
Self-Managing Teams
586(2)
Differences Between TQM and SMT Interventions
588(1)
HRD Programs as Sociotechnical Interventions Techniques
588(1)
Types of Interventions: Organizational Transformation
589(9)
Cultural Interventions
589(1)
Strategic Changes
590(1)
Becoming a Learning Organization
590(4)
High Performance Work Systems
594(3)
Effectiveness of Organizational Transformation Change Strategies
597(1)
Role of HRD Practitioners in Organizational Transformation
597(1)
Whither Organization Development?
598(1)
Summary
599(13)
Key Terms and Concepts
600(1)
Questions for Discussion
601(1)
Exercise: Force Field Analysis and You
601(1)
References
602(10)
HRD and Diversity: Diversity Training and Beyond
612(37)
Introduction
613(1)
Organizational Culture
614(2)
Labor-Market Changes and Discrimination
616(5)
Discrimination
616(3)
Equal Employment Opportunity
619(1)
The Glass Ceiling
620(1)
Impact of Recent Immigration Patterns
621(1)
Adapting to Demographic Changes
621(9)
Affirmative Action Programs
622(2)
Valuing Differences and Diversity Training
624(2)
Managing Diversity
626(4)
Cross-Cultural Education and Training Programs
630(3)
Human Resource Development Programs for Culturally Diverse Employees
633(6)
Socialization and Orientation
635(1)
Career Development
636(1)
Mentoring to Promote Diversity
636(1)
Sexual and Racial Harassment Training
637(2)
Other Human Resource Management Programs and Processes
639(1)
Closing Comments
640(1)
Summary
641(8)
Key Terms and Concepts
641(1)
Questions for Discussion
642(1)
Exercise: Views on Diversity
642(1)
References
643(6)
Glossary 649(26)
Name Index 675(8)
Subject Index 683


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