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Human resource development : adult learning and knowledge management

Author: Brian L Delahaye
Publisher: Milton, Qld. : Wiley, 2005.
Edition/Format:   Print book : English : 2nd edView all editions and formats

This book will assist you to understand the fundamentals of HRD and how HRD fits into the broader category of knowledge management. Presented in a clear and accessible style, the book focuses on  Read more...


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Document Type: Book
All Authors / Contributors: Brian L Delahaye
ISBN: 047080579X 9780470805794
OCLC Number: 57451936
Description: xvi, 471 pages : illustrations ; 25 cm
Contents: Chapter 1 Introduction to HRD The business environment Management Re-engineering The management of knowledge capital The adult learner Workplace learning Learning partnerships The HR developer and the management of knowledge Within a wider theoretical context The four stages of HRD The context of HRD How to use this book Chapter 2 Adult Learning The foundation of HRD Learning Adults as learners Basic types of learning A theory of adult learning Critical thinking Unlearning Holistic adult learning Organisational learning The practical application of adult learning Chapter 3 Diversity and Globalisation Ethnocentricity The legal requirements The advantages of diversity The characteristics of adult learners The impact on the HR developer Globalisation Diversity and the organisation Chapter 4 Strategic human resource development Conventional strategic planning Uncertainty and doubt The external environment The internal environment SWOT analysis The corporate strategic plan The strategic human resource development plan (SHRDP) Two other influences Operational plans The legitimate system The shadow system The critical nature of SHRDP Chapter 5 An overview of HRD needs identification The importance of HRDNI HRDNI defined The purpose of HRDNI Organisational awareness The investigation plan Selecting a HRDNI method Face value? The HRDNI report The need for HRDNI Chapter 6 Performance appraisal and career development The importance of performance appraisal Performance appraisal within performance management A natural process A unique process Impact on the HR developer Types of performance appraisal Job analysis ? constructing the predetermined standard Observing the performance The comparison Feedback Action plans Input into the developmental plan Surveillance system Legal issues Career development Knowledge creation and maintenance Chapter 7 Interviewing and focus groups Qualitative research Interviewing The focus group Analysing qualitative data The beginning of learning Chapter 8 Questionnaires Why are questionnaires important? Quantitative research Designing the questionnaire Pre-testing The investigation The questionnaire ? a very useful tool Chapter 9 Design: The two main considerations Defining the role of the HR developer The hierarchy of learning outcomes The learners Youth learners A designers checklist Chapter 10 Other considerations in design The indirect factors An overview of the design process The product The HR developer as a designer Chapter 11 Implementing the structured strategies The role of the HR developer Managing and coordinating the program Micro skills The structured learning strategies The semi-structured learning strategies The challenge to the HR developer Chapter 12 Implementing the unstructured strategies The role of the HR developer The assumptions Problem-based learning Contract learning Action learning Change interventions Mentoring E-learning The legitimate system The shadow system The implementing stage Chapter 13 Evaluation Misconceptions about evaluation Assessment of learning Kirkpatrick?s four levels The presage factors Time out The scientific models Cost-benefit analysis The evaluation plan The evaluation report The legitimate system The shadow system The need for dialectic thinking Chapter 14 Workplace learning, learning partnerships and the shadow systems The workplace as a site for learning Learning in the workplace A workplace curriculum model Learning in a small business From maintaining to creating Managing the shadow system Learning partnerships Chapter 15 The management of knowledge Knowledge as an asset A systems approach The legitimate system The shadow system The interaction between the two systems Bounded instability Recognising the two systems The role of the HR developer
Responsibility: Brian L. Delahaye.


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