Principles of Human Resource Development

by Gilley, Jerry W; Eggland, Steven A.; Gilley, Ann Maycunich

• ISBN13: 9780738206042
• ISBN10: 0738206040
• Edition: 2nd
• Format: Hardcover
• Copyright: 2002-03-21
• Publisher: Basic Books

Summary

The definitive introduction to the field of human resource development-fully updated and revised for a new generation of teachers, students, and practitioners

Author Biography

Jerry W. Gilley is an associate professor in organizational and human resource development at Iowa State University and was formerly the director of organizational and executive development for William M. Mercer, Inc. He lives in Ames, Iowa. Jerry W. Gilley is professor in human resource development at Colorado State University. Ann Maycunich is an instructor of HRD at Colorado State University. Co-authors of several books, their latest collaboration, Organizational Learning, Performance, and Change, won the Academy of Human Resource Development's book of the year award in 2000. Other books include Strategically Integrated HRD, The Performance Challenge, and Beyond the Learning Organization. They live in Fort Collins, Colorado. Steven A. Eggland is a professor of vocational education at the University of Nebraska- Lincoln. He has written several books on the field of HRD. 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
Dedication	xiii
About the Authors	xiv
Human Resource Development: An Introduction	1	(26)
What Is HRD?	2	(2)
What Are Human Resources?	4	(1)
What Is Development?	5	(2)
Essential Terms Defined	7	(5)
The Mission and Purpose of HRD	12	(1)
The Components of HRD	13	(4)
Roles in HRD	17	(1)
HRD Practice	18	(1)
Professional Identity	19	(1)
Strategy for Designing a Strategic HRD Function	20	(4)
Conclusion	24	(3)
PART ONE COMPONENTS OF HRD
Individual Development	27	(30)
Evolution of Individual Development	28	(1)
Roles in Individual Development	29	(1)
Responsibilities in Individual Development	30	(3)
Understanding How Employees Learn	33	(4)
The Myth of Fixing Employee Weaknesses	37	(2)
Learning Organizations	39	(2)
Action Learning	41	(5)
Improving Individual Development Through Learning Transfer	46	(9)
Conclusion	55	(2)
Career Development	57	(40)
Barriers to Career Development	58	(1)
Introduction to Career Development	59	(5)
Benefits of a Career Development System	64	(1)
Career Development Within Organizations	65	(2)
Organizations' Responsibilities in Career Development	67	(20)
Employees' Responsibilities in Career Development	87	(5)
Integration of Organizational and Employee Responsibilities	92	(2)
Conclusion	94	(3)
Performance Management	97	(40)
Evolution of Performance Management	97	(5)
Types of Appraisal Opportunities that Improve Performance Planning	102	(2)
Two Critical Components of Performance Management: Job Analysis and Design	104	(2)
Human Performance System	106	(3)
Performance Improvement Model	109	(1)
Roles and Responsibilities in Performance Management	110	(14)
Critical Strategies for Improving Performance in Organizations	124	(10)
Conclusion	134	(3)
Organizational Development	137	(26)
What Is Organizational Development?	137	(3)
Characteristics of Organizational Development	140	(1)
Goals and Objectives of Organizational Development	141	(2)
Value of Organizational Development	143	(1)
The Organizational Development Process	144	(5)
The Change Agent	149	(4)
Individual Development and Organizational Development: A Relationship	153	(5)
Conclusion	158	(5)
PART TWO ROLES AND COMPETENCIES IN HRD
Learning Agents, Instructional Designers, and Performance Engineers	163	(24)
Learning Agents	163	(2)
Criteria for Selecting Learning Agents	165	(1)
Activities of Learning Agents	166	(4)
Instructional Designers	170	(1)
Subrole of Instructional Designers	171	(3)
Activities of Instructional Designers	174	(4)
Competencies of Instructional Designers	178	(1)
Performance Engineers	179	(6)
Conclusion	185	(2)
HRD Consultants	187	(32)
Trends in HRD Consulting	188	(2)
Why Organizations Use HRD Consultants	190	(1)
Types of HRD Consulting and Consultants	191	(3)
Responsibilities of HRD Consultants	194	(1)
HRD Consultants' Competencies and Skills	195	(3)
Purposes of HRD Consulting	198	(4)
Roles of HRD Consultants	202	(6)
Applying the HRD Consulting Process	208	(6)
Applying OD Roles During the OD Process	214	(3)
Conclusion	217	(2)
HRD Leaders	219	(32)
Why HRD Fails in Organizations and Who Is Responsible	220	(2)
HRD Leaders in the Twenty-First-Century Organization	222	(5)
Roles of HRD Leaders	227	(7)
Competencies and Characteristics of Effective HRD Leaders	234	(2)
Responsibilities of the HRD Leader	236	(1)
Planning, Organizing, Staffing, and Controlling the HRD Function	237	(10)
Conclusion	247	(4)
PART THREE PRACTICES OF HRD
Analysis	251	(48)
Learning to Think Strategically	252	(4)
Developing Support for Analysis Activities	256	(3)
Needs Analysis	259	(1)
Business Analysis	260	(5)
Performance and Causal Analysis	265	(4)
Organizational Analysis	269	(27)
Conclusion	296	(3)
Instructional Design	299	(20)
The Genesis of Individual Design	299	(1)
Phases of Instructional Design	300	(16)
Conclusion	316	(3)
Learning Acquisition	319	(32)
The Ten Laws of Learning Acquisition	320	(29)
Conclusion	349	(2)
Learning Transfer	351	(30)
Factors Affecting Learning Transfer	352	(4)
Learning Transfer Process	356	(23)
Conclusion	379	(2)
Evaluation	381	(26)
Evaluating HRD Philosophy and Practice	382	(6)
Evaluating the Organizational Effectiveness Strategy	388	(8)
Evaluating the Effectiveness of Partnerships	396	(1)
Evaluating HRD Practice	397	(3)
Evaluating HRD Tools and Techniques	400	(1)
Validity, Reliability, and Utility	401	(2)
Conclusion	403	(4)
PART FOUR BUILDING CREDIBILITY IN ORGANIZATIONS
Strategic Business Partnership	407	(32)
Why Are Strategic Business Partnerships Important?	408	(2)
Five Points of Developing Strategic Business Partnerships	410	(3)
Creating a Customer Service Strategy	413	(4)
Auditing HRD Interventions and Consulting Services	417	(2)
Developing Collaborative Client Relationships	419	(7)
Helping Clients Make Performance Improvement and Organizational Development Decisions	426	(5)
Identifying Demand States	431	(7)
Conclusion	438	(1)
Positioning HRD Within Organizations	439	(26)
Developing a Promotional Strategy for HRD	439	(25)
Conclusion	464	(1)
References	465	(10)
Index	475