You are previewing Handbook of Human Resource Development.
O'Reilly logo
Handbook of Human Resource Development

Book Description

Address the fundamental concepts and issues that HR professionals face daily with the Handbook of Human Resource Development.

Editors Neal Chalofsky, Tonette Rocco, and Michael Lane Morris have compiled a collection of chapters sponsored by the Academy of Human Resource Development that provide revolutionary insight into the concepts, theories, research initiatives, and practical applications essential to HRD. Topics range from HRD foundations, workforce development, and management to more specific topics such as implementing and managing HRD initiatives in the organization. The chapters are written by professionals who offer a wide range of experience and who represent the industry from varying international and demographic perspectives. The questions addressed include:

  • Nationally and internationally, how does HRD stand with regard to academic study and research?

  • What is its place in the professional world?

  • What are the philosophies, values, and critical perspectives driving HRD forward?

  • What theories, research initiatives, and other ideas are required to understand HRD and function successfully within this field?

  • As the industry grows, what are the challenges and important issues that professionals expect to face? What hot topics are occupying these professionals now?

  • The Handbook's insight and guidelines allows both students and HR professionals to build a fundamental understanding of HRD as an industry, as a field of research, and for future professional success.

    Table of Contents

    1. Cover Page
    2. Title Page
    3. Copyright
    4. CONTENTS
    5. FOREWORD
    6. ABOUT THE EDITORS
    7. ABOUT THE CONTRIBUTORS
    8. PREFACE
      1. OVERVIEW OF THE SECTIONS
      2. ACKNOWLEDGEMENTS
    9. INTRODUCTION: THE PROFESSION AND THE DISCIPLINE
      1. HRD: FROM PRACTICE TO PROFESSION TO DISCIPLINE
      2. EVOLUTION OF THE PROFESSION
      3. HRD AS A DISCIPLINE
      4. THE FOUNDATIONAL DISCIPLINES FOR THE STUDY OF HRD
    10. PART 1: FOUNDATIONS OF THE DISCIPLINE OF HRD
      1. CHAPTER 1: Psychological Foundations of HRD
        1. INTRODUCTION
        2. FOUNDATIONAL PSYCHOLOGICAL THEORIES AND HRD
        3. SOCIAL AND EMOTIONAL DEVELOPMENT
        4. IMPLICATIONS FOR HRD
      2. CHAPTER 2: System Theory and HRD
        1. SYSTEM THEORY
        2. IMPLICATIONS OF SYSTEM THEORY
        3. APPLYING SYSTEM THEORY TO HRD
        4. CONCLUSIONS
      3. CHAPTER 3: Adult Learning Theory and Application in HRD
        1. INTRODUCTION
        2. INDIVIDUAL LEARNING AT WORK
        3. RELATEDNESS: COLLECTIVE AND COLLABORATIVE LEARNING
        4. LEARNING AT THE ORGANIZATIONAL LEVEL
        5. APPLICATIONS TO HUMAN RESOURCE DEVELOPMENT
        6. CONCLUSION
      4. CHAPTER 4: Management and Leadership in HRD
        1. INTRODUCTION
        2. DOES LEADERSHIP MAKE A DIFFERENCE?
        3. MANAGEMENT AND LEADERSHIP
        4. A BRIEF HISTORY OF LEADERSHIP RESEARCH AND DEVELOPMENT (CA. 1940—CA. 1980)
        5. RECENT TRENDS IN LEADERSHIP DEVELOPMENT THEORY AND PRACTICE (CA. 1980—CA. 2010)
        6. CURRENT LEADERSHIP DEVELOPMENT THEORY AND PRACTICE: LEARNING FROM EXPERIENCE
        7. FUTURE TRENDS
        8. CONCLUSION
      5. CHAPTER 5: Organizational Culture and HRD
        1. THE ROOTS
        2. THE LANDSCAPE
        3. THE FUTURE
    11. PART 2: ISSUES AND PERSPECTIVES ON HRD
      1. CHAPTER 6: Dilemmas in Defining HRD
        1. INTRODUCTION
        2. DILEMMAS IN DEFINING HRD
        3. THE DRIVE TO DEFINE
        4. REASONS TO NOT DEFINE HRD
        5. IMPLICATIONS FOR WORKING WITHOUT A DEFINITION OF HRD
        6. DEVELOPING NON-DEFINING PARAMETERS
      2. CHAPTER 7: Perspectives on the Concept of Development for HRD
        1. TYPES OF DEVELOPMENT
        2. HUMAN RESOURCE DEVELOPMENT AND HUMAN DEVELOPMENT
        3. CONCLUSION
      3. CHAPTER 8: A Critical, Feminist Turn in HRD
        1. INTRODUCTION
        2. FOUNDING HUMANIST PRINCIPLES OF HRD
        3. HRD DOMINATED BY MASCULINE RATIONALITY
        4. CRITICAL PERSPECTIVES
        5. FEMINIST THEORY
        6. A CRITICAL, FEMINIST CRITIQUE OF ORGANIZATIONS AND CHANGE
        7. A CRITICAL, FEMINIST HRD AGENDA
      4. CHAPTER 9: Critical HRD
        1. INTRODUCTION
        2. 1. WHAT
        3. 2. WHY
        4. 3. WHEN
        5. 4. WHERE
        6. 5. WHO
        7. 6. HOW
        8. CONCLUSIONS, CONTRIBUTIONS, AND IMPLICATIONS
      5. CHAPTER 10: Corporate Social Responsibility and HRD
        1. INTRODUCTION
        2. THE DISCOURSES OF CORPORATE SOCIAL RESPONSIBILITY
        3. CHALLENGES AND TENSIONS OF PRACTICING CSR
        4. HRD WITHIN CSR
        5. CONCLUSION
    12. PART 3: DEVELOPING THE WORKFORCE
      1. CHAPTER 11: Expertise Through the HRD Lens
        1. EXPERTISE DEFINED
        2. EMERGING DEVELOPMENTS IN EXPERTISE SCHOLARSHIP
        3. IMPLICATIONS
      2. CHAPTER 12: Competence
        1. NATURE OF COMPETENCIES
        2. BASE COMPETENCIES
        3. GLOBAL COMPETENCIES
        4. THE TECHNO-SOCIO-CULTURALLY COMPETENT EMPLOYEE
        5. GLOBAL COMPLEXITY
        6. ORGANIZATIONAL COMPLEXITY
        7. IMPLICATIONS FOR HR MANAGERS
        8. THE COMPETENT EMPLOYEE
      3. CHAPTER 13: Workplace Learning
        1. PURPOSE OF THE CHAPTER
        2. DEFINITION OF WORKPLACE LEARNING
        3. ORIGIN OF THE TERM “WORKPLACE LEARNING”
        4. THE HISTORY OF WORKPLACE LEARNING
        5. APPLICATIONS OF WORKPLACE LEARNING
        6. CLAIMS ASSOCIATED WITH THE CONCEPT
        7. CRITICIZING WORKPLACE LEARNING
        8. ALTERNATIVES SUGGESTED FOR THE CONCEPT
        9. CONCLUSION
      4. CHAPTER 14: Guiding HRD Research in the Work/Life Interface
        1. INTRODUCING WORK/LIFE HARMONY
        2. THE DNA OF WORK/LIFE HARMONY AND ITS PROPERTIES
        3. WHY WORK/LIFE HARMONY IS A BETTER METAPHOR FOR EXPLAINING WORK/LIFE DYNAMICS
        4. RECOMMENDATIONS TO HRD RESEARCHERS AND PRACTITIONERS
      5. CHAPTER 15: The Inner Work of Self-Formation in Work-Related Learning
        1. THE MEANINGS OF WORK-RELATED LEARNING
        2. DIFFERENT WAYS TO UNDERSTAND THE MEANING OF WORK
        3. VOCATION, WORK-RELATED LEARNING, AND THE PROCESS OF SELF-FORMATION
        4. WORK-RELATED LEARNING AND SELF-FORMATION
        5. FOSTERING SELF-FORMATION IN WORK-RELATED LEARNING
        6. CURRICULAR AND PEDAGOGICAL IMPLICATIONS FOR HRD
        7. CONCLUSION
    13. PART 4: MANAGING THE WORKFORCE
      1. CHAPTER 16: Aging as a Career Development Challenge for Organizations
        1. INTRODUCTION
        2. CAREER CHALLENGES OF OLDER WORKERS: THREE SELECTED CASES
        3. CAREER DEVELOPMENT AND INDIVIDUAL CHARACTERISTICS
        4. CAREER DEVELOPMENT AND ORGANIZATIONAL CHARACTERISTICS
        5. CONCLUSIONS AND PRACTICAL IMPLICATIONS
      2. CHAPTER 17: A Social Justice Paradigm for HRD
        1. INTRODUCTION
        2. THE ABSENCE OF SOCIAL JUSTICE IN DEFINING THE FIELD OF HRD
        3. PHILOSOPHICAL FOUNDATIONS OF SOCIAL JUSTICE
        4. THEORETICAL FOUNDATIONS OF SOCIAL JUSTICE
        5. TOWARD A SOCIAL JUSTICE PARADIGM: IMPLICATIONS FOR HRD
      3. CHAPTER 18: Disability, Health and Wellness Programs, and the Role of HRD
        1. DISABILITY AS A COMPLEX PHENOMENON
        2. DISABILITY LAW IN BRIEF
        3. HEALTH AND WELLNESS PROGRAMS IN THE WORKPLACE
        4. IMPLICATIONS FOR HRD
      4. CHAPTER 19: Sexual Orientation and HRD
        1. SEXUAL ORIENTATION AND HUMAN RESOURCE DEVELOPMENT
        2. DEFINITIONS
        3. CULTURAL COMPETENCE
        4. EQUITABLE EFFORTS IN HRD
        5. CONCLUSION AND IMPLICATIONS
      5. CHAPTER 20: International and Cross-Cultural Perspectives of HRD
        1. GLOBALIZATION, WORK PERFORMANCE, AND HRD
        2. INTERNATIONAL AND CROSS-CULTURAL HRD ISSUES
        3. CONTEMPORARY ISSUES RELEVANT TO CROSS-CULTURAL HRD
        4. IMPLICATIONS FOR PROFESSIONAL PRACTICE
    14. PART 5: HRD IN THE ORGANIZATION
      1. CHAPTER 21: Contemporary Career Literature and HRD
        1. CD LITERATURE IN HRD
        2. IMPLICATIONS FOR FUTURE RESEARCH
        3. IMPLICATIONS FOR PRACTICE
        4. CONCLUSION
      2. CHAPTER 22: Trends and Issues in Integrating Knowledge Management and Organizational Learning for Workplace Performance Improvement
        1. INTRODUCTION
        2. THEORETICAL FOUNDATION OF KNOWLEDGE MANAGEMENT
        3. KNOWLEDGE MANAGEMENT TOOLS AND TECHNOLOGICAL SYSTEMS
        4. LEARNING ORGANIZATION AND ORGANIZATIONAL LEARNING
        5. CONSIDERATIONS FOR AN INTEGRATED APPROACH OF KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING
        6. IMPLICATIONS FOR RESEARCH AND PRACTICE
      3. CHAPTER 23: Linking Motivation to Workplace Learning Transfer
        1. LINKING MOTIVATION TO TRANSFER AND TRANSFER PERFORMANCE
        2. THE MODEL
        3. MOTIVATION TO TRANSFER
        4. IMPLEMENTATION INTENTIONS
        5. PERSONAL INITIATIVE
        6. THE ROLE OF PERSONAL INITIATIVE IN THE TRANSFER PROCESS
        7. DISCUSSION
        8. PRACTICAL IMPLICATIONS
        9. CONCLUSION
      4. CHAPTER 24: Coaching
        1. A CONCEPTUAL FRAMEWORK FOR ORGANIZATIONAL COACHING
        2. THEORETICAL PERSPECTIVES IN ORGANIZATIONAL COACHING
        3. CHALLENGES AND TRENDS IN ORGANIZATIONAL COACHING
      5. CHAPTER 25: Mentoring
        1. HISTORICAL UNDERPINNINGS
        2. CURRENT CONCEPTS
        3. CRITICISMS OF MENTORING
        4. IMPLICATIONS FOR IMPLEMENTATION
      6. CHAPTER 26: Talent Management as a Strategically Aligned practice
        1. THE CURRENT STATE OF TALENT MANAGEMENT
        2. TALENT MANAGEMENT: A STRATEGICALLY ALIGNED HR PRACTICE
        3. TM APPROACH 1: FOCUS ON HIGH PERFORMERS
        4. TM APPROACH 2: FOCUS ON THE LEADERSHIP PIPELINE
        5. TM APPROACH 3: FOCUS ON PIVOTAL TALENT POOLS
        6. TM APPROACH 4: FOCUS ON SPECIFIC TALENT SEGMENTS
        7. DISCUSSION AND IMPLICATIONS
        8. CONCLUSION
    15. PART 6: MANAGING HRD
      1. CHAPTER 27: HRD Policy
        1. INTRODUCTION
        2. DEFINING HRD POLICY
        3. WHAT IS GOVERNMENT'S ROLE IN PROMOTING HRD OUTCOMES?
        4. KEY TRENDS IN HRD POLICY
        5. CONCLUSION
      2. CHAPTER 28: Legal Aspects of HRD 1
        1. ADMINISTRATION OF THE HRD FUNCTION
        2. THE HRD PRODUCTION FUNCTION
        3. TREATMENT OF PARTICIPANTS
        4. THE TREATMENT OF PARTICIPANTS
        5. IMPLICATIONS: LAW AND THE HRD PROFESSIONAL
      3. CHAPTER 29: Strategic HRD
        1. ACTIVITY-BASED HRD AND RESULTS-DRIVEN HRD PROGRAMS
        2. CREATING A STRATEGIC HRD PHILOSOPHY
        3. CREATING CREDIBILITY IN THE ORGANIZATION
        4. IDENTIFYING STRATEGIES THAT IMPROVE ORGANIZATIONAL EFFECTIVENESS
        5. IDENTIFYING STRATEGIES THAT IMPROVE ORGANIZATIONAL EFFECTIVENESS
        6. CREATING STRATEGIC PARTNERSHIPS IN ORGANIZATIONS
        7. IDENTIFYING TRANSACTIONAL AND TRANSFORMATIONAL ROLES IN HRD
        8. CONCLUSION
      4. CHAPTER 30: Morality and Ethics in HRD
        1. INTRODUCTION AND OVERVIEW
        2. KEY PRINCIPLES AND THEORIES
        3. ISSUES RELATED TO GLOBALISM AND DIVERSITY OF RELIGIOUS-MORAL PERSPECTIVES
        4. ROLE OF AND ISSUES WITH PROFESSIONAL CODES OF ETHICS
        5. ISSUES AND TRENDS IN BEST PRACTICE
        6. IMPLICATIONS FOR HRD RESEARCHERS AND SCHOLAR-PRACTITIONERS
        7. CONCLUSION
      5. CHAPTER 31: HRD in Smaller Firms
        1. INTRODUCTION
        2. MAPPING THE TERRAIN OF SMALLER FIRMS
        3. CHARACTERISTICS OF HRD IN SMALL FIRMS: EXAMINING THE EVIDENCE
        4. DRIVERS OF HRD
        5. BARRIERS TO HRD
        6. THE RATIONALITY OF INFORMALITY IN SMALLER FIRM HRD
        7. RESEARCHING HRD IN SMALL FIRMS: NEW DIRECTIONS
        8. IMPLICATIONS FOR HRD POLICY AND PRACTICE
        9. CONCLUSION
    16. PART 7: INNOVATIVE APPLICATIONS
      1. CHAPTER 32: Action Learning
        1. BLENDING THE LEARNING AND THE ACTION IN ACTION LEARNING
        2. MULTIPLE-PROBLEM AND SINGLE-PROBLEM ACTION LEARNING GROUPS
        3. THEORETICAL UNDERPINNINGS OF ACTION LEARNING
        4. OVERVIEW OF THE STAGES OF ACTION LEARNING
        5. IMPORTANCE OF DIVERSITY IN ACTION LEARNING
        6. EVIDENCE FOR THE EFFECTIVENESS OF ACTION LEARNING
        7. APPLICATIONS OF ACTION LEARNING
        8. CHALLENGES IN THE APPLICATION OF ACTION LEARNING
        9. AREAS FOR FUTURE RESEARCH
        10. CONTINUED GROWTH OF ACTION LEARNING AROUND THE WORLD
      2. CHAPTER 33: Virtual HRD
        1. DEFINING VIRTUAL HRD
        2. EMERGING PERSPECTIVES OF VIRTUAL HRD AND ENABLING TECHNOLOGIES
        3. EPORTFOLIOS AND VIRTUAL HRD
        4. TECHNOLOGY DEVELOPMENT AND NEW HRD SKILLS
        5. CONCLUSION
      3. CHAPTER 34: Developing Strategic Mindsets in HRD
        1. IMPLICATIONS OF COMPLEXITY FOR THE LITERATURE ON STRATEGY AND STRATEGIC THINKING
        2. OPPORTUNITIES FOR STRATEGIC HRD
        3. TOWARD AN INTEGRAL EPISTEMOLOGY OF HRD PRACTICE: FOUR STREAMS OF RELEVANT LITERATURE
        4. FROM THEORY TO PRACTICE: ELEMENTS OF A FRAMEWORK FOR DEVELOPING STRATEGIC MINDSETS
        5. LESSONS LEARNED AND IMPLICATIONS FOR HRD PRACTICE AND RESEARCH
        6. CONCLUSION
      4. CHAPTER 35: Employee Engagement and HRD
        1. PHILOSOPHICAL UNDERPINNINGS OF EMPLOYEE ENGAGEMENT
        2. INSTRUMENTATION: MEASURING ENGAGEMENT IN HRD
        3. REPORTS OF PLAUSIBLE ENGAGEMENT INTERVENTIONS IN HRD
        4. CONSIDERATIONS FOR HRD RESEARCH
        5. CONSIDERATIONS FOR HRD PRACTICE
      5. CHAPTER 36: Emotional Intelligence and Its Critical Role in Developing Human Resources
        1. INTRODUCTION
        2. WHY THE INTEREST IN EMOTIONAL INTELLIGENCE?
        3. WHAT IS EMOTIONAL INTELLIGENCE?
        4. HRD GRADUATE PROGRAMS
        5. HOW THE DISCIPLINE OF HRD CAN USE EMOTIONAL INTELLIGENCE TO DEVELOP HUMAN RESOURCES
        6. CONCLUSION
    17. PART 8: FUTURE DIRECTIONS
      1. CHAPTER 37: National HRD
        1. DEFINITION OF NHRD
        2. EMERGING MODELS RELATED TO NHRD
        3. HISTORY AND EXAMPLES OF COUNTRY-WIDE APPLICATIONS OF NHRD
        4. SUBSETS OF NHRD
        5. CHARACTERISTICS OF NHRD
        6. MEASURING THE OUTCOMES OF NHRD
        7. CHALLENGES/BARRIERS WITH NHRD
        8. THE FUTURE OF NHRD
        9. CONCLUSION
      2. CHAPTER 38: Certification of HRD Professionals
        1. CREDENTIALING TERMINOLOGY AND CERTIFICATION MODEL
        2. BENEFITS AND LIMITATIONS OF PERSONNEL CERTIFICATION
        3. CHALLENGES FACING THE CREATION OF HRD CERTIFICATION
        4. PRESENTING A CASE FOR CREATING HRD CERTIFICATION
        5. CONCLUSION
      3. CHAPTER 39: Standards and Accreditation of HRD Academic Programs
        1. INTRODUCTION
        2. TYPES OF ACCREDITING ORGANIZATIONS
        3. ACCREDITATION
        4. ACCREDITATION
        5. FINAL THOUGHTS
      4. CHAPTER 40: Future Directions for HRD
        1. OUR APPROACH
        2. WHERE IS HRD NOW?
        3. WHERE DO WE WANT/NEED TO BE?
        4. WHAT ARE THE INTERNAL AND EXTERNAL CHALLENGES?
        5. FOUR KEY ISSUES
        6. WHAT SHOULD WE DO TO ACHIEVE THE IDEAL FUTURE?
        7. CONCLUSION