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This book offers an integrated and contextualised framework for
learning and development (L&D) effectiveness that addresses
both the nature of L&D and its antecedents and outcomes in
organisations. Scholars and practitioners alike have recognised the
important role that L&D plays in organisations, where the
development of human capital is an essential component of
individual employability, career advancement, organisational
performance, and competitive advantage. The development of
employees' knowledge, skills, and attitudes constitutes one of the
most important HR challenges that organisations face. The evidence
indicates that organisations continue to invest in L&D
programmes as part of their HR strategy. In addition, there has
been an enormous growth in research on L&D in organisations;
however, there is some ambiguity concerning the effectiveness of
these activities and it largely remains unclear how they can be
best implemented. This book seeks to address this gap in the
literature. The authors propose a framework for L&D
effectiveness based on key findings from reviews, empirical
research, and meta-analyses, as well as previously established
theoretical frameworks within the field. Combining theory and
practice, the new framework this book offers provides key guidance
for L&D practitioners and researches interested in the area.
This book offers an integrated and contextualised framework for
learning and development (L&D) effectiveness that addresses
both the nature of L&D and its antecedents and outcomes in
organisations. Scholars and practitioners alike have recognised the
important role that L&D plays in organisations, where the
development of human capital is an essential component of
individual employability, career advancement, organisational
performance, and competitive advantage. The development of
employees' knowledge, skills, and attitudes constitutes one of the
most important HR challenges that organisations face. The evidence
indicates that organisations continue to invest in L&D
programmes as part of their HR strategy. In addition, there has
been an enormous growth in research on L&D in organisations;
however, there is some ambiguity concerning the effectiveness of
these activities and it largely remains unclear how they can be
best implemented. This book seeks to address this gap in the
literature. The authors propose a framework for L&D
effectiveness based on key findings from reviews, empirical
research, and meta-analyses, as well as previously established
theoretical frameworks within the field. Combining theory and
practice, the new framework this book offers provides key guidance
for L&D practitioners and researches interested in the area.
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