Contents
List of Figures xiii
List of Tables xv
List of Case Studies xvi
List of Contributors xix
Foreword by Rt Hon David Blunkett MP xxiii
Preface xxiv
Acknowledgements xxvii
Section One: The Role of Learning, Training and Development in Organizations
1. Human Resource Development John P Wilson 3
Introduction and learning objectives 3
Defining the terms: training, education, development, learning and HRD 4 Strategic HRD 11
The operating environment of the Human Resource department 13 The Human Resources compass 15
HRD roles 19 Conclusion 21
2. Strategy and Training and Development Sue Balderson 27 Introduction and learning objectives 27
The case for strategic HRD 28 Strategy and strategic HRD 30
The problem with strategy 33
Strategy and HRD – an historical context 35 Value chain analysis 35
Conclusion 40
3. Human Resource Management John Shipton 43
Introduction and learning objectives 43 Origins and development of HRM 44 HRM: the search for meaning 47 Where is HRM ‘coming from’? 47 Hard and soft HRM 49
Implications for action 53 Conclusion 57
4. Organizational Change Bland Tomkinson 61
Introduction and learning objectives 61 The paradox of change 62
The nature of change 63
Methods to make the transition 64 What can go wrong? 70
The role of HRD in organizational change 74 Conclusion 75
5. The Learning Organization: A Critical Evaluation Rob Poell 77 Introduction and learning objectives 77
Definition and characteristics of the learning organization 78 Criticism of the concept of the learning organization 84 An alternative view of the learning organization 85 Conclusion 86
6. National Economic Development and Human Resource
Development John P Wilson 89
Introduction and learning objectives 89
Developing the human resources of a nation 90 Human development 105
Conclusion 111
Section Two: The Identification of Learning, Training and Development Needs 7. The Identification of Organizational and Individual Training and
Development Needs Richard Palmer 117
Introduction and learning objectives 117 Defining training and development 118 Undertaking a TNA 119
Needs at the organizational level 121 Needs at the departmental level 125
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Needs at occupational levels 128 Needs at the individual level 130 Defining the training priorities 133 Conclusion 135
8. Performance Management and Human Resource Development
Alan Cattell 137
Introduction and learning objectives 137 What is performance management? 138
The effectiveness of performance management 143 Performance appraisal 153
Conclusion 163
9. Making the Most of Consultancy: Perspectives on Partnership
David Sawdon 169
Introduction and learning objectives 169 Purpose and meaning 170
Perceptions and needs 172 Process and power 174 Partnership 178
Section Three: The Planning and Designing of Learning, Training and Development
10. Fundamentals of Adult Learning Chris Wiltsher 185
Introduction and learning objectives 185 Learning 186
The learning process 186 Levels of competence 190 Adults and adulthood 192 Styles of adult learning 195 Why, what, how and practice 200 Conclusion 202
11. The Adult Learner: Theory into Practice Janet Parr 205 Introduction and learning objectives 205
Adult learning 206
Motivation and learning 207 Andragogy 208
Humanist theories 209 Barriers to learning 215 Conclusion 219
12. Reflective Practice Cheryl Hunt 221
Introduction and learning objectives 221 The reflective practitioner: Donald Schön 223
Models and loops 224 Reflection-in-action 227 Social context 230
Putting reflection into practice 234 Personal experience 235
13. Workplace Diversity and Training – More Than Fine Words
Joan E Keogh 241
Introduction and learning objectives 241
Equal opportunities and managing diversity – what is the difference? 242 The business case 244
Training for diversity 248
Is the educational approach enough? 251 The law 253
Towards a learning organization? 254 Conclusion 254
Section Four: Delivering Learning, Training and Development
14. Open, Distance and Flexible Learning Geoff Chivers 263 Introduction and learning objectives 263
From teaching to learning 264 Distance learning 266
Open learning 270 Flexible learning 273
Issues for the learner in ODFL 274 Issues for ODFL providers 276
The corporate open learning centre 278 Conclusion 282
15. Design and Use of Group-based Training Methods
Colin Beard and Maggie McPherson 285
Introduction and learning objectives 285 Group training methods 287
Selecting methods 288 Emotion and learning 296 Play and fun 301
Using materials creatively 304
Conclusion: the future of training methods 304
16. The Selection, Design and Use of Individualized Training Methods
Maggie McPherson and Colin Beard 307
Introduction and learning objectives 307 Multimedia for education 308
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Multimedia for training 311 Multimedia conferencing 314 Virtual reality training 316 The A–Z of training methods 318
17. Multilingual and Multicultural HRD A Ibarz 327
Introduction and learning objectives 327 Multilingual training and development 328 Language in the communication age 330 Language training in HRD 332
English as the lingua franca 334 Theories of language learning 335 Teaching and training methods 337 The management of language training 340 The good language learner 343
The new technologies 344
Multicultural/cross-cultural learning 346 Conclusion 348
18. Management Training and Development: Problems, Paradoxes
and Perspectives Dominic Irvine and Colin Beard 351
Introduction and learning objectives 351 What do we mean by management? 352 What do we mean by development? 359
Perceptions of management training and development 363 Techniques of management training and development 366
Evaluating the effectiveness of management training and development 368 Key issues to consider 369
Conclusion 371
Section Five: Assessment and Evaluation of Learning, Training and Development
19. Evaluation and Assessment Cathie Edwards 377
Introduction and learning objectives 377 Key terms 379
Contemporary approaches to evaluation 381 Contemporary approaches to assessment 387 Conclusion 391
20. Total Quality Training and Human Resource Development
Ron Chapman and John P Wilson 393
Introduction and learning objectives 393 Quality 394
Quality control and quality assurance 404 Quality awards 405
Total quality training and development 409 Conclusion 414
21. Accounting for the Human Resource Development Function Chris Wiltsher 417 Introduction and learning objectives 417
The need for formal accounting 418 Costing 422
Auditing 428 Conclusion 432
Section Six: Managing the Human Resource Development Function
22. Managing the Human Resource Development Function Pete Sayers 435 Introduction and learning objectives 435
Management and leadership of the HRD function 437 Control and facilitation – coaching and supportiveness 441 Principles and values 443
Strategic vs operational decision-making 445
Further points for managers of a team of HRD professionals 451 Conclusion 452
23. Marketing Human Resource Development
Jennifer Joy-Matthews, Ian Andrews and Richard Firth 455 Introduction and learning objectives 455
Why market? 456
Who and where are the customers and how do we know what they need? 458 How do we reach the customers? 462
How do we keep the customers? 468
Evaluating the whole marketing process 469 The way forward, or what you can do 472
24. Supporting Learning in the Third Millennium Rita Johnston 475 Introduction and learning objectives 475
The nature of trends and predictions 477 Life and work in the third millennium 478 Society and work in the third millennium 482 Learning needs in the third millennium 484 The HRD manager in the third millennium 490 Summary – the importance of sustainability 493
Bibliography 495
