Section One: The Role of Learning, Training and Development in Organizations

Transcription

1 Contents List of Figures List of Tables List of Case Studies List of Contributors Foreword by Rt Hon David Blunkett MP Preface Acknowledgements xiii xv xvi xix xxiii xxiv xxvii Section One: The Role of Learning, Training and Development in Organizations 1. Human Resource Development John P Wilson 3 Introduction and learning objectives 3 Defining the terms: training, education, development, learning and HRD 4 Strategic HRD 11 The operating environment of the Human Resource department 13 The Human Resources compass 15 HRD roles 19 Conclusion Strategy and Training and Development Sue Balderson 27 Introduction and learning objectives 27 The case for strategic HRD 28 Strategy and strategic HRD 30

2 viii I Contents The problem with strategy 33 Strategy and HRD an historical context 35 Value chain analysis 35 Conclusion Human Resource Management John Shipton 43 Introduction and learning objectives 43 Origins and development of HRM 44 HRM: the search for meaning 47 Where is HRM coming from? 47 Hard and soft HRM 49 Implications for action 53 Conclusion Organizational Change Bland Tomkinson 61 Introduction and learning objectives 61 The paradox of change 62 The nature of change 63 Methods to make the transition 64 What can go wrong? 70 The role of HRD in organizational change 74 Conclusion The Learning Organization: A Critical Evaluation Rob Poell 77 Introduction and learning objectives 77 Definition and characteristics of the learning organization 78 Criticism of the concept of the learning organization 84 An alternative view of the learning organization 85 Conclusion National Economic Development and Human Resource Development John P Wilson 89 Introduction and learning objectives 89 Developing the human resources of a nation 90 Human development 105 Conclusion 111 Section Two: The Identification of Learning, Training and Development Needs 7. The Identification of Organizational and Individual Training and Development Needs Richard Palmer 117 Introduction and learning objectives 117 Defining training and development 118 Undertaking a TNA 119 Needs at the organizational level 121 Needs at the departmental level 125

3 Contents I ix Needs at occupational levels 128 Needs at the individual level 130 Defining the training priorities 133 Conclusion Performance Management and Human Resource Development Alan Cattell 137 Introduction and learning objectives 137 What is performance management? 138 The effectiveness of performance management 143 Performance appraisal 153 Conclusion Making the Most of Consultancy: Perspectives on Partnership David Sawdon 169 Introduction and learning objectives 169 Purpose and meaning 170 Perceptions and needs 172 Process and power 174 Partnership 178 Section Three: The Planning and Designing of Learning, Training and Development 10. Fundamentals of Adult Learning Chris Wiltsher 185 Introduction and learning objectives 185 Learning 186 The learning process 186 Levels of competence 190 Adults and adulthood 192 Styles of adult learning 195 Why, what, how and practice 200 Conclusion The Adult Learner: Theory into Practice Janet Parr 205 Introduction and learning objectives 205 Adult learning 206 Motivation and learning 207 Andragogy 208 Humanist theories 209 Barriers to learning 215 Conclusion Reflective Practice Cheryl Hunt 221 Introduction and learning objectives 221 The reflective practitioner: Donald Schön 223

4 x I Contents Models and loops 224 Reflection-in-action 227 Social context 230 Putting reflection into practice 234 Personal experience Workplace Diversity and Training More Than Fine Words Joan E Keogh 241 Introduction and learning objectives 241 Equal opportunities and managing diversity what is the difference? 242 The business case 244 Training for diversity 248 Is the educational approach enough? 251 The law 253 Towards a learning organization? 254 Conclusion 254 Section Four: Delivering Learning, Training and Development 14. Open, Distance and Flexible Learning Geoff Chivers 263 Introduction and learning objectives 263 From teaching to learning 264 Distance learning 266 Open learning 270 Flexible learning 273 Issues for the learner in ODFL 274 Issues for ODFL providers 276 The corporate open learning centre 278 Conclusion Design and Use of Group-based Training Methods Colin Beard and Maggie McPherson 285 Introduction and learning objectives 285 Group training methods 287 Selecting methods 288 Emotion and learning 296 Play and fun 301 Using materials creatively 304 Conclusion: the future of training methods The Selection, Design and Use of Individualized Training Methods Maggie McPherson and Colin Beard 307 Introduction and learning objectives 307 Multimedia for education 308

5 Contents I xi Multimedia for training 311 Multimedia conferencing 314 Virtual reality training 316 The A Z of training methods Multilingual and Multicultural HRD A Ibarz 327 Introduction and learning objectives 327 Multilingual training and development 328 Language in the communication age 330 Language training in HRD 332 English as the lingua franca 334 Theories of language learning 335 Teaching and training methods 337 The management of language training 340 The good language learner 343 The new technologies 344 Multicultural/cross-cultural learning 346 Conclusion Management Training and Development: Problems, Paradoxes and Perspectives Dominic Irvine and Colin Beard 351 Introduction and learning objectives 351 What do we mean by management? 352 What do we mean by development? 359 Perceptions of management training and development 363 Techniques of management training and development 366 Evaluating the effectiveness of management training and development 368 Key issues to consider 369 Conclusion 371 Section Five: Assessment and Evaluation of Learning, Training and Development 19. Evaluation and Assessment Cathie Edwards 377 Introduction and learning objectives 377 Key terms 379 Contemporary approaches to evaluation 381 Contemporary approaches to assessment 387 Conclusion Total Quality Training and Human Resource Development Ron Chapman and John P Wilson 393 Introduction and learning objectives 393 Quality 394 Best practice benchmarking 399

6 xii I Contents Quality control and quality assurance 404 Quality awards 405 Total quality training and development 409 Conclusion Accounting for the Human Resource Development Function Chris Wiltsher 417 Introduction and learning objectives 417 The need for formal accounting 418 Costing 422 Auditing 428 Conclusion 432 Section Six: Managing the Human Resource Development Function 22. Managing the Human Resource Development Function Pete Sayers 435 Introduction and learning objectives 435 Management and leadership of the HRD function 437 Control and facilitation coaching and supportiveness 441 Principles and values 443 Strategic vs operational decision-making 445 Further points for managers of a team of HRD professionals 451 Conclusion Marketing Human Resource Development Jennifer Joy-Matthews, Ian Andrews and Richard Firth 455 Introduction and learning objectives 455 Why market? 456 Who and where are the customers and how do we know what they need? 458 How do we reach the customers? 462 How do we keep the customers? 468 Evaluating the whole marketing process 469 The way forward, or what you can do Supporting Learning in the Third Millennium Rita Johnston 475 Introduction and learning objectives 475 The nature of trends and predictions 477 Life and work in the third millennium 478 Society and work in the third millennium 482 Learning needs in the third millennium 484 The HRD manager in the third millennium 490 Summary the importance of sustainability 493 Bibliography 495 Index 519