Human Resource Development

Transcription

1 Synopsis Human Resource Development 1. Introduction to Human Resource Development define the key concepts associated with HRD in work organisations; describe a model of the core process of HRD; identify and analyse five major practices associated with HRD in modern work and organisations; evaluate the connections between the HRD process and the contemporary performance management concerns of organisations. 1.1 Introduction: Definitions and Concepts 1.2 HRD and the HRD Process 1.3 Cognitive Capacities 1.4 Capabilities 1.5 The Third Dimension 1.6 Performance Management 1.7 Human Resource Management 1.8 HRD in Context 1.9 Practical Matters 1.10 Conclusion 2. Observing and Assessing HRD Needs describe how the HRD process relates to the broader performance management process and concerns of individuals and organisations; differentiate between performance gaps related to HRD needs and other kinds of performance gap and support system; analyse three kinds of HRD need: organisational, work or occupational, and personal; use a variety of skills and techniques to identify HRD needs.

2 2.1 Introduction: The Performance Management Process and Context 2.2 A Theoretical Context 2.3 Back to Practice: Objective and Subjective Needs Analysis 2.4 Organisational Needs 2.5 Work and Occupation Analysis 2.6 Job Analysis 2.7 Personal-Level HRD Needs 2.8 Observing HRD: Skills and Issues 2.9 Further Reflections in Theory 2.10 Conclusion 3. Planning: Designing HRD Activities define and develop aims, goals and objectives for HRD activities; describe the themes and issues involved in planning HRD activities; incorporate methods for developing cognitive capacities, capability and behavioural change; critically evaluate the overall design of typical HRD activities; design engaging and stimulating HRD activities. 3.1 Introduction 3.2 Crafting Aims, Goals and Objectives 3.3 Cognition, Capabilities and Behaviour 3.4 A Constructivist Critique 3.5 Conclusion 4. Action: Bringing Learning To Life describe the theory and practice of instruction and facilitation in delivering HRD; describe and analyse other forms of performance support systems relevant to HRD; critically evaluate the strengths and weaknesses of instruction and facilitation as methods of managing HRD; design HRD events using instruction and facilitation methods.

3 4.1 Introduction 4.2 Instruction 4.3 Facilitation 4.4 The Theory of Experiential Learning 4.5 Deliverables 4.6 Other Options: Designing and Developing Performance Support 4.7 Conclusion 5. Quality: Reviewing and Evaluating HRD describe the methodologies commonly in use to support quality management in HRD; analyse the main themes and challenges of evaluation in HRD; critically evaluate the use of cost benefit analysis in the HRD evaluation context; design and construct valid and reliable ways of evaluating HRD activities. 5.1 Introduction 5.2 Evaluation in the HRD Context 5.3 Evaluation in General 5.4 Evaluating the Evaluation of HRD 5.5 Conclusion 6. Process Section: Integrative Case 6.1 Introduction 6.2 Driver Training in a Train Company 6.3 Case Study Points 7. Organisational HRD Strategies define what an HRD strategy means and involves; describe three different HRD strategies systematic training, business orientation, and continuous development;

4 analyse variations of HRD strategy with reference to beliefs, systems and levers; critically evaluate the strengths and weakness of these different HRD strategies; create an HRD strategy for an organisation. 7.1 Introduction 7.2 HRD Strategies 7.3 Systematic Training 7.4 Business Orientation 7.5 Continuous Development 7.6 Human Resource Development (HRD) 7.7 Competence 1: Behaviours 7.8 Competence 2: Functional Analysis and Vocational Qualifications 7.9 Self-Development 7.10 Conclusions 8. HRD Providers and Partners identify a range of HRD providers and partners; describe the opportunities and threats of using different kinds of provider and partner in HRD; analyse trends and changes in the use of providers and partners in HRD; critically evaluate the issues involved in using external providers and partner consultants for HRD. 8.1 Introduction 8.2 The Market for HRD: Why Providers Exist 8.3 What Do They Provide? 8.4 Partners in Training 8.5 In The HRD Market 8.6 Conclusion 9. E-Learning describe the evolution of e-learning technologies in use in HRD; discuss the strengths and weaknesses of various uses of e-learning in HRD;

5 analyse the cost, quality, and other features of e-learning in HRD; critically evaluate the changes and challenges involved in integrating e-learning within HRD. 9.1 Introduction 9.2 A Brief History of HRD Technologies 9.3 Defining E-Learning 9.4 Performance Support Uses of E-learning 9.5 A Conceptual Framework 9.6 The Organisational Context 9.7 Evolving Delivery Technologies 9.8 Conclusion 10. Mentoring explore the use of mentoring as an integrative HRD practice; describe how mentoring practice reflects the social and economic context in which it is enacted; apply this analysis of practice to the design and development of a formal mentoring scheme Mentoring: An Introductory Overview 10.2 Mentoring in Practice: Historical Contexts 10.3 Mentoring and Classical Mythology 10.4 Mentoring and Guilds 10.5 Mentoring and the Humanistic Mentor 10.6 Conclusion 11. HRD and Theory understand the relevance of theory to the learning process; describe and evaluate the relevance of wisdom, psychological, sociological and economic theories in providing perspectives on HRD at work; critically evaluate the role that theories of learning can play in the design and management of HRD practices.

6 11.1 Introduction 11.2 Conclusions 12. Policy-Making and HRD describe the role of the state in policy-making for HRD; discuss the historical and political context for HRD policy in different national contexts; analyse political contexts and their impact on HRD policy; critically evaluate the evolution and impact of HRD policy and practice in a specific case study context (a city) Introduction 12.2 HRD Policy and Programmes 12.3 The Background 12.4 Recent Concerns: Change and Unemployment 12.5 The Contemporary Agenda: Lifelong Learning 12.6 Conclusion 12.7 Human Capital Development Issues: Learning Points 13. Communities of Practice: The Knowledge Management Perspective define knowledge management; identify the connections between knowledge management, information systems, organisational learning and intellectual capital; describe the theory and practice of developing communities of practice; analyse HRD issues from the perspective of knowledge management Introduction 13.2 The Information Systems (IS) Perspective 13.3 Organisational Learning (OL) 13.4 Intellectual Capital and Strategic Management 13.5 The Evolution of HRD in the CoP and KM Context

7 13.6 Conclusion 13.7 Concluding Case Studies 14. Strategic HRD define the concept of strategic HRD (SHRD); identify the key themes and issues raised by SHRD; analyse the functional and status factors underpinning the rise of SHRD; critically evaluate the theory and practice of SHRD Introduction 14.2 An Analytical Framework: The Certainties of HRD 14.3 The Structural Certainties of SHRD: The Experience of Employment 14.4 The Affective Certainties of HRD 14.5 The Cognitive HRD Certainties: SHRD Models and Frameworks 14.6 Critiques of SHRD 14.7 The Status of HRD 14.8 The Roles and Activities of Management and HRD Specialists 14.9 Conclusion: Scenarios for SHRD 15. Perspectives Integrative Case: The Investors in People Standard describe the Investors in People (IiP) standard; outline what is involved in an organisation being accredited as an IiP; explain the reasons for the development of the IiP standard and accreditation process; use various perspectives to critically evaluate the evolution of IiP, and evaluate the strengths and weaknesses of the IiP standard Introduction 15.2 The Actual IiP Standard

8 16. Looking Ahead: The Future of HRD review key themes and issues of HRD at work using a force field analysis method; critically evaluate the place of HRD at work in the context of changes in management and organisation Introduction 16.2 The Future