"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.