Organizational Learning, Performance And Change

by Gilley, Jerry W; Gilley, Ann Maycunich

• ISBN13: 9780738202488
• ISBN10: 0738202487
• Format: Hardcover
• Copyright: 2000-10-05
• Publisher: Basic Books

Summary

Organizational Learning, Performance, and Changepresents the most current theoretical frameworks and practical applications in the field of human resource development. Drawing from the authors' pioneering research, this book offers the most comprehensive treatment of HRD theory and practice available, providing educators and practitioners alike with a rigorous approach to analyzing and launching successful HRD programs.

Author Biography

Ann Maycunich Gilley is Vice President of Trilogy Consulting Group, a performance consulting firm, and a faculty member at Colorado State University, where she teaches courses in strategy, strategic management, consulting, and communications. She is co-author of numerous books, including The Performance Challenge, Beyond the Learning Organization and Organizational Learning, Performance, and Change. She lives in Fort Collins, Colorado.

Table of Contents

List of Figures	xi
Acknowledgments	xiii
Preface	xvii
PART I: AN INTRODUCTION TO STRATEGIC HRD
Strategic Human Resource Development	3	(20)
An Examination of Terms	3	(2)
Definitions of HRD	5	(2)
Forces Causing Change in HRD	7	(1)
Misconceptions Surrounding HRD as a Profession	8	(3)
Mission and Purpose of HRD	11	(1)
Priorities HRD Professionals Should Address	11	(1)
Creating Value Through HRD	11	(2)
Outcomes of HRD	13	(1)
Challenges Facing HRD	14	(2)
The HRD Function for the Twenty-First Century	16	(1)
The HRD Professional for the Twenty-First Century	17	(2)
Organizational Learning, Performance, and Change	19	(1)
Conclusion	20	(3)
Transformation of HRD	23	(28)
First-Level HRD	23	(7)
Higher-Order HRD	30	(19)
Conclusion	49	(2)
Strategic HRD Leadership	51	(28)
The HRD Leaders of Tomorrow	52	(4)
Decentralization of HRD	56	(1)
Characteristics of Effective Strategic HRD Leaders	57	(1)
Knowledge of Strategic HRD Leaders	58	(2)
Skills of Strategic HRD Leaders	60	(1)
Abilities of Strategic HRD Leaders	61	(1)
Roles of Strategic HRD Leaders	62	(7)
Responsibilities of Strategic HRD Leaders	69	(8)
Conclusion	77	(2)
Principles of Strategic HRD Practice	79	(24)
Effective HRD Practice Integrates Eclectic Theoretical Disciplines	79	(6)
Effective HRD Practice Is Based on Satisfying Stakeholder Needs and Expectations	85	(1)
Effective HRD Practice Is Responsive but Responsible	86	(1)
Effective HRD Practice Uses Evaluation as a Continuous Quality Improvement Process	87	(2)
Effective HRD Practice Is Designed to Improve Organization Effectiveness	89	(1)
Effective HRD Practice Relies on Relationship Mapping to Enhance Operational Effectiveness	90	(1)
Effective HRD Practice Is Linked to the Organization's Strategic Business Goals and Objectives	91	(1)
Effective HRD Practice Is Based on Partnerships	92	(2)
Effective HRD Practice Is Results Oriented	94	(1)
Credibility Is Essential to the Success of HRD Practice	94	(2)
Effective HRD Practice Utilizes Strategic Planning	96	(1)
Effective HRD Practice Relies on the Analysis Process to Identify Priorities	97	(1)
Effective HRD Practice Is Based on Purposeful and Meaningful Measurement	97	(2)
Effective HRD Promotes Diversity and Equality in the Workplace	99	(1)
Conclusion	99	(4)
PART II: ORGANIZATIONAL LEARNING
Learning Organizations and Action Learning	103	(22)
Organizational Learning	103	(2)
Learning Partnerships	105	(1)
Learning Organizations	106	(10)
Action Learning	116	(6)
Conclusion	122	(3)
Learning in Organizations	125	(30)
Who Is Responsible for Learning in Organizations?	126	(1)
Types of Learning in Organizations	127	(3)
Five Phases of the Learning Process in Organizations	130	(20)
Applying the Learning Process Model	150	(2)
Conclusion	152	(3)
The Developmental Organization	155	(24)
Comparing Learning and Developmental Organizations	155	(7)
Guiding Principles of Developmental Organizations	162	(3)
Outcomes of Developmental Organizations	165	(5)
A Blueprint for Creating the Developmental Organization	170	(5)
Conclusion	175	(4)
PART III: ORGANIZATIONAL PERFORMANCE
Human Performance Technology	179	(18)
A Definition of Human Performance Technology	179	(7)
Human Performance System	186	(4)
Models of Human Performance Technology	190	(4)
Conclusion	194	(3)
Performance Improvement and Management	197	(36)
Performance Improvement	198	(2)
Models of Performance Improvement	200	(5)
Performance Management	205	(2)
Organizational Responsibilities in Performance Management	207	(3)
Organizational Leaders' Roles and Responsibilities in Performance Management	210	(3)
Managers' Roles and Responsibilities in Performance Management	213	(8)
HRD Professionals' Roles and Responsibilities in Performance Management	221	(1)
Employees' Roles and Responsibilities in Performance Management	221	(2)
The Performance Alignment Process	223	(7)
Conclusion	230	(3)
Performance Consultant	233	(22)
Performance Consultant Roles and Subroles	234	(1)
Performance Consultant Responsibilities	235	(1)
Competencies and Skills of Performance Consultants	236	(10)
Accountabilities and Abilities of Performance Consultants	246	(1)
Areas of Expertise	247	(5)
Conclusion	252	(3)
Performance Consulting	255	(26)
Why Employees and Organizations Fail to Achieve Desired Performance Results	255	(3)
Identifying Different Type of Clients	258	(2)
Focusing Performance Consulting Efforts	260	(1)
Responsibilities in Performance Consulting	261	(8)
Performance Consulting Model	269	(4)
Performance Technology Model	273	(4)
Conclusion	277	(4)
PART IV: ORGANIZATIONAL CHANGE
Organizational Change	281	(34)
Conditions for Organizational Change	282	(2)
Organizational Culture and Change	284	(3)
Understanding Resilience	287	(1)
Myths and Realities Concerning Organizational Change	288	(8)
Roles in the Change Process	296	(3)
Barriers to Organizational Change	299	(1)
Models of Organizational Change	300	(12)
HRD Professionals' Responsibilities When Implementing Change	312	(1)
Conclusion	313	(2)
Organizational Development Change Agents	315	(20)
Values of Organizational Development Change Agents	316	(1)
Roles and Skills of Organizational Development Change Agents	316	(9)
Responsibilities of Organizational Development Change Agents	325	(5)
Planning, Managing, and Evaluating Organizational Development Projects	330	(3)
Conclusion	333	(2)
Organizational Development Consulting	335	(34)
Organizational Development Consulting: A Total System Approach	337	(2)
Goals and Objectives of OD Consulting	339	(2)
Characteristics of OD Consulting	341	(1)
Purposes of OD Consulting	341	(7)
Outcomes of OD Consulting	348	(1)
Phases of OD Consulting	348	(7)
Organizational Development Frameworks	355	(10)
Conclusion	365	(4)
PART V: ESSENTIAL PRACTICES IN ORGANIZATIONAL LEARNING, PERFORMANCE, AND CHANGE
Analysis in Organizational Learning, Performance, and Change	369	(28)
Goals for Analysis	370	(1)
Obstacles to Analysis	370	(2)
A Strategic Approach to Analysis	372	(13)
Models of Analysis	385	(10)
Conclusion	395	(2)
Designing Learning and Performance Improvement Interventions and Change Initiatives	397	(18)
Design Principles and the Role of Designer	397	(2)
Intervention Design Models	399	(14)
Conclusion	413	(2)
Evaluation in Organizational Learning, Performance, and Change	415	(26)
Purpose of Evaluation	416	(1)
When to Evaluate	417	(1)
What to Evaluate	418	(1)
Building a Measurement System	419	(1)
Using Evaluation to Avoid Critical Errors	420	(1)
Roles in Evaluation	421	(1)
The Evaluation Process	422	(3)
Outcomes of Evaluation	425	(1)
Models of Evaluation	426	(14)
Conclusion	440	(1)
Appendices	441	(12)
References	453	(16)
Index	469