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Author Chalofsky, Neal F
Title Handbook of Human Resource Development
Imprint Somerset : Center for Creative Leadership, 2014
book jacket
Edition 1st ed
Descript 1 online resource (818 pages)
text txt rdacontent
computer c rdamedia
online resource cr rdacarrier
Note Intro -- Handbook of Human Resource Development -- Copyright -- Contents -- Foreword -- About the Editors -- About the Contributors -- Preface -- Overview of the Sections -- Acknowledgments -- Introduction: The Profession and the Discipline -- HRD: From Practice to Profession to Discipline -- Evolution of the Profession -- HRD as a Discipline -- What Is a Discipline? -- Perspectives from Other Disciplines -- The Foundational Disciplines for the Study of HRD -- So What Is HRD, Really? -- References and Resources -- Part I: Foundations of the Discipline of HRD -- Chapter One: Psychological Foundations of HRD -- Foundational Psychological Theories and HRD -- Behavioral Psychology and HRD -- Humanistic Psychology and HRD -- Positive Psychology and HRD -- Gestalt Psychology and HRD -- Developmental Psychology and HRD -- Social and Emotional Development -- Implications for HRD -- References -- Chapter Two: System Theory and HRD -- System Theory -- Implications of System Theory -- HRD Process -- HRD Programs -- Management of HRD -- Applying System Theory to HRD -- Understanding HRD -- Understanding Organizational Change and HRD -- Conclusions -- References -- Chapter Three: Adult Learning Theory and Application in HRD -- Individual Learning at Work -- Andragogy -- Dewey-Based Theories -- Relatedness: Collective and Collaborative Learning -- Complexity Theory -- Learning at the Organizational Level -- Applications to Human Resource Development -- Informal and Incidental Learning -- Collaborative Developmental Action Inquiry -- Creating a Learning Culture -- Conclusion -- References -- Chapter Four: Management and Leadership in HRD -- Introduction -- Does Leadership Make a Difference? -- Management and Leadership -- Focus on Management -- Aims of the Present Review -- A Brief History of Leadership Research and Development (ca. 1940-ca. 1980)
Recent Trends in Leadership Development Theory and Practice (ca. 1980-ca. 2010) -- Current Leadership Development Theory and Practice: Learning from Experience -- Future Trends -- New Concepts of Leadership and HRD -- Shared Leadership -- Leadership and Character -- Conclusion -- References -- Chapter Five: Organizational Culture and HRD: The Roots, the Landscape, and the Future -- The Roots -- The Landscape -- Different Disciplines, Different Perspectives -- HRD and Organizational Culture -- The Future -- References -- Part II: Issues and Perspectives on HRD -- Chapter Six: Dilemmas in Defining HRD -- Dilemmas in Defining HRD -- The Drive to Define -- Reasons to Not Define HRD -- The Philosophical Case for Refusing to Define HRD -- The Theoretical Case for Refusing to Define HRD -- The Professional Case for Refusing to Define HRD -- The Practical Reason for Refusing to Define HRD -- Implications for Working Without a Definition of HRD -- Developing Non-Defining Parameters -- References -- Chapter Seven: Perspectives on the Concept of Development for HRD -- Types of Development -- Life cycle Development -- Dialectic Development -- Evolutionary Development -- Teleological Development -- Interaction of the Four Models -- Human Resource Development and Human Development -- Conclusion -- References -- Chapter Eight: A Critical, Feminist Turn in HRD: A Humanistic Ethos -- Founding Humanist Principles of HRD -- HRD Dominated by Masculine Rationality -- Critical Perspectives -- Critical Theory -- Critical Management Studies (CMS) -- Critical Human Resource Development (CHRD) -- Feminist Theory -- A Critical, Feminist Critique of Organizations and Change -- Critical Theory's Contribution to Organization Critique -- The Woman "Problem" and Why Some Feminist Change Strategies Fail -- A Critical, Feminist HRD Agenda -- References -- Chapter Nine: Critical HRD
What -- Why -- When -- Where -- Who -- How -- Conclusions, Contributions, and Implications -- References -- Chapter Ten: Corporate Social Responsibility and HRD: Uneasy Tensions and Future Directions -- The Discourses of Corporate Social Responsibility -- Challenges and Tensions of Practicing CSR -- HRD Within CSR -- Conclusion -- References -- Part III: Developing the Workforce -- Chapter Eleven: Expertise Through the HRD Lens: Research Trends and Implications -- Expertise Defined -- Objective Characteristics -- Subjective Characteristics -- Emerging Developments in Expertise Scholarship -- Expertise Measurement -- Expertise Redevelopment -- Elicitation and Transfer of Expertise -- Leadership and Expertise -- Implications -- References -- Chapter Twelve: Competence: Bases for Employee Effectiveness -- Base Competencies -- Global Competencies -- The Techno-Socio-Culturally Competent Employee -- Global Complexity -- Organizational Complexity -- Implications for HR Managers -- The Competent Employee -- References -- Chapter Thirteen: Workplace Learning -- Purpose of the Chapter -- Definition of Workplace Learning -- Origin of the Term "Workplace Learning" -- The History of Workplace Learning -- Applications of Workplace Learning -- The Link with Workplace Training -- Claims Associated with the Concept -- Criticizing Workplace Learning -- Alternatives Suggested for the Concept -- Conclusion -- References -- Chapter Fourteen: Guiding HRD Research in the Work/Life Interface: The Importance of Work/Life Harmony in the Development of Interventions -- Introducing Work/Life Harmony -- The DNA of Work/Life Harmony and Its Properties -- Why Work/Life Harmony Is a Better Metaphor for Explaining Work/Life Dynamics -- Recommendations to HRD Researchers and Practitioners -- Recommendations for Research -- Recommendations for Practice -- References
Chapter Fifteen: The Inner Work of Self-Formation in Work-Related Learning -- The Meanings of Work-Related Learning -- Different Ways to Understand the Meaning of Work -- Vocation, Work-Related Learning, and the Process of Self-Formation -- Work-Related Learning and Self-Formation -- Fostering Self-Formation in Work-Related Learning1 -- Curricular and Pedagogical Implications for HRD -- Conclusion -- References -- Part IV: Managing the Workforce -- Chapter Sixteen: Aging as a Career Development Challenge for Organizations -- Career Challenges of Older Workers: Three Selected Cases -- Study 1: Aging and Changing Employment Patterns at a University -- Study 2: Recurrent Education of Older Forestry Workers in Sweden -- Study 3: Employability of Aging Police Officers in The Netherlands -- Important Issues in the Selected Cases -- Career Development and Individual Characteristics -- Age-Related Differences in Cognition -- Career Development and Experience -- Career Development and Organizational Characteristics -- Employability Strategies: Policies and Practices -- Line Manager Support -- Conclusions and Practical Implications -- References -- Chapter Seventeen: A Social Justice Paradigm for HRD: Philosophical and Theoretical Foundations -- The Absence of Social Justice in Defining the Field of HRD -- Philosophical Foundations of Social Justice -- Ontology -- Epistemology -- Axiology -- Theoretical Foundations of Social Justice -- Foundation in Legal Studies -- Foundations in Intersectionality -- Foundations in Feminist Theory -- Foundation in Disability Studies -- Foundation in Lesbian, Gay, or Bisexual Sexual Orientation and Transgender Identity Studies -- Foundation in Education -- Toward a Social Justice Paradigm: Implications for HRD -- References -- Chapter Eighteen: Disability, Health and Wellness Programs, and the Role of HRD
Disability as a Complex Phenomenon -- Disability Law in Brief -- Health and Wellness Programs in the Workplace -- Corporations as Contributors to Health Promotion -- Specific Health and Wellness Programs -- Implications for HRD -- References -- Chapter Nineteen: Sexual Orientation and HRD -- Sexual Orientation and Human Resource Development -- Definitions -- Cultural Competence -- Equitable Efforts in HRD -- Conclusion and Implications -- References -- Chapter Twenty: International and Cross-Cultural Perspectives of HRD -- Globalization, Work Performance, and HRD -- Frameworks Relevant to Cross-Cultural Management and IHRD -- International and Cross-Cultural HRD Issues -- Cross-Cultural Training and Development -- Expatriation and Repatriation, Inpatriation, Transpatriation -- Contemporary Issues Relevant to Cross-Cultural HRD -- Cultural Intelligence -- Cultural Convergence, Divergence, and Crossvergence -- Implications for Professional Practice -- Implications for Future Research -- References -- Part V: HRD in the Organization -- Chapter Twenty-One: Contemporary Career Literature and HRD -- CD Literature in HRD -- Implications for Future Research -- Implications for Practice -- Conclusion -- References -- Chapter Twenty-Two: Trends and Issues in Integrating Knowledge Management and Organizational Learning for Workplace Performance Improvement -- Theoretical Foundation of Knowledge Management -- Definitions of KM and KM Systems -- Evolution of KM Concepts and Theories -- Critical Themes of KM -- Knowledge Management Tools and Technological Systems -- Technological Systems for KM -- KM Tools -- Learning Organization and Organizational Learning -- Learning Organization -- Organizational Learning -- Empirical Research Including or Aligning LO/OL and KM -- Considerations for an Integrated Approach of Knowledge Management and Organizational Learning
Implications for Research and Practice
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.
Description based on publisher supplied metadata and other sources
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2020. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries
Link Print version: Chalofsky, Neal F. Handbook of Human Resource Development Somerset : Center for Creative Leadership,c2014 9781118454022
Subject Personnel management.;Career development.;Manpower planning
Electronic books
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