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"Organizational Learning, Performance, and Change" presents the
most current theoretical frameworks and practical applications in
the field of human resource development. Drawing from the authors'
pioneering research, this book offers the most comprehensive
treatment of HRD theory and practice available, providing educators
and practitioners alike with a rigorous approach to analyzing and
launching successful HRD programs.
In this fully revised and updated edition of Principles of Human
Resource Development, the authors present a rigorous and
comprehensive overview of the theory and practice of HRD. They
provide the building blocks of human resource development and
illustrate the relationships among all the components that
constitute the field. Showcasing the various roles and practices of
HRD-including organizational learning, instructional design,
program planning and evaluation, and internal consulting-they
identify concrete ways to improve the HRD practice in order to
raise its visibility and enhance its credibility within the
organization. An all-in-one resource, this book will be
indispensable for educators, students, and human resource
professionals alike.
Increasingly, managers at all levels of the organization are being
called upon to serve as "change agents," responsible for
developing, implementing, and sustaining HRD initiatives,
regardless of whether they have been formally trained to do so. In
The Manager as Change Agent, Jerry W. Gilley, together with a team
of experts in the field of internal consulting, offers a practical
approach to developing the skills necessary for leading change in
your organization, including motivating people who are resistant to
change, resolving conflict, and building consensus.
Businesses of all shapes and sizes constantly struggle to balance
the immediate demands of the market and shareholders against the
cost of investing internally in the long-term development of their
employees. And though many organizations draw up eloquent mission
statements and proudly proclaim that "our people are our greatest
asset," in practice they fail to make the commitment to employees
in favour of meeting short-term goals. The net result is a failure
to achieve a consistently high level of performance.In The
Performance Challenge, Jerry W. Gilley, Nathaniel W. Boughton, and
Ann Maycunich draw from their extensive research, teaching, and
consulting experience to present a comprehensive approach to
performance management that will help executives in any
organization lear to establish a dynamic balance among people,
processes, and strategic objectives. The cornerstone of this
approach is the Performance Alignment Model, which consists of
seven separate but interrelated steps: conducting stakeholder
valuation improving job design establishing synergistic
relationships applying performance coaching conducting
developmental evaluations creating performance growth and
development plans linking compensation and rewards to performance
growth and development As executives learn to apply these
principles simultaneously, they can pinpoint obstacles to
performance improvement and create an environment that successfully
assesses stakeholder needs and expectations links employees' tasks
and responsibilities directly to the company's strategic goals and
objectives provides opportunities for mentoring, skills
development, and feedback to enhance performance and rewards
employees for entrepreneurship, leadership, teamwork, creativity,
and loyalty. In the process, managers take on new roles as coaches,
trainers, and counselors, while corporate leaders reward those who
contribute to collabourative, creative problem solving.Ultimately,
The Performance Challenge outlines a vision of a new type of
corporate structure,the "developmental" organization,defined by its
abilities to enhance the collective talent of its employees for the
purposes of better serving its customers and shareholders.
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