Beyond The Learning Organization Creating a

The next step in organizational development, showing companies how to integrate all areas of human resource practice to drive continuous learning

Jerry W. Gilley is an associate professor in organizational and human resource development at Iowa State University and was formerly the director of organizational and executive development for William M. Mercer, Inc. He lives in Ames, Iowa.

Illustrations

xi

PART 1 INTRODUCTION

Traditional, Learning, and Developmental Organizations

3

(24)

Evolving to the Developmental Organization

5

(3)

Traditional Organizations

8

(6)

Learning Organizations

14

(7)

Developmental Organizations

21

(4)

Conclusion

25

(2)

The Developmental Organization Blueprint

27

(34)

The Change Process Model

28

(4)

The Developmental Organization Blueprint

32

(2)

Foundations of the Developmental Organization

34

(2)

State-of-the-Art Human Resource Practices

36

(5)

Barriers to Creating a Developmental Organization

41

(6)

Benefits of the Developmental Organization

47

(10)

Conclusion

57

(4)

PART 2 FOUNDATIONS OF THE DEVELOPMENTAL ORGANIZATION

Principles of Developmental Leadership

61

(34)

Leadership: The Navigator in the Eye of the Storm

62

(1)

Philosophy of Developmental Leadership: Servanship

63

(4)

Myths of Leadership

67

(1)

Roles and Responsibilities of Developmental Leaders

67

(1)

Developmental Leadership Assumptions

68

(1)

Ten Principles of Developmental Leadership

69

(16)

Conclusion

85

(10)

The Organizational System: Its Impact on Transformation

95

(28)

Elements of the Organizational System

98

(15)

Types of Consulting Activities

113

(1)

The Impact of the Organizational System on Work Design, Learning Systems, and Performance Coaching

114

(4)

Applying the Organizational Effectiveness Framework

118

(1)

Steps in Transforming an Organizational System

119

(2)

Conclusion

121

(2)

Organizational Readiness: Changing Roles and Responsibilities

123

(26)

Executives' Roles and Responsibilities

123

(5)

Managers' Roles and Responsibilities

128

(13)

Employees' Roles and Responsibilities

141

(3)

Conclusion

144

(5)

The Human Resource Department for the Twenty-First Century

149

(30)

Reengineering Human Resources

149

(1)

The Structure of the Human Resource Function

150

(1)

Activities and Expanded Services of the Human Resource Function

151

(1)

Improving Credibility through Partnerships

152

(4)

Strategies for Effective Human Resource Practice

156

(1)

Human Resource Professionals' Roles and Responsibilities

157

(15)

Outcomes of the Human Resources Function

172

(1)

Conclusion

173

(6)

PART 3 HUMAN RESOURCES PRACTICES

Human Resource Planning, Recruiting, and Selection

179

(28)

Human Resource Planning

182

(3)

Identifying Human Resource and Organizational Needs

185

(3)

Job Analysis

188

(4)

Recruitment

192

(6)

Selection

198

(1)

Orientation

199

(1)

Socialization

200

(3)

Placement

203

(1)

Linkage

204

(1)

Conclusion

204

(3)

The Learning and Change Process

207

(44)

Creating Learning-and-Change Partnerships

208

(3)

Identifying the Phases and Concepts of Learning and Change

211

(4)

Preparing for Learning and Change

215

(8)

Information Exchange

223

(9)

Knowledge Acquisition and Practice

232

(5)

Transfer and Integration

237

(5)

Accountability and Recognition

242

(1)

Applying the Learning and Change Process Model

243

(4)

Conclusion

247

(4)

Career Development Strategies

251

(28)

The Relationship between Individual and Systems Approaches to Organizational Renewal

251

(1)

What Are Human Resources?

252

(1)

What Is Development?

253

(3)

What Is Organizational Development?

256

(4)

What Is Career Development?

260

(5)

The Myth of Fixing Employee Weaknesses

265

(1)

Identifying Strengths

266

(6)

Building on Strengths

272

(2)

Managing Weaknesses

274

(2)

Conclusion

276

(3)

Performance Management

279

(28)

Why Employees Fail to Achieve Desired Business Results

280

(5)

Performance Alignment

285

(11)

Achieving Performance Greatness

296

(7)

Conclusion

303

(4)

Developmental Compensation and Rewards

307

(28)

Traditional Compensation and Rewards

307

(3)

Building a Developmental Compensation and Rewards Program

310

(7)

Establishing Developmental Goals

317

(1)

Steps in Building a Developmental Compensation and Reward Program

318

(8)

Developmental Organization Compensation and Reward Strategies

326

(6)

Conclusion

332

(3)

PART 4 THE DEVELOPMENTAL ORGANIZATION BLUEPRINT IN ACTION

Building the Developmental Organization

335

(8)

Guiding Principles of the Developmental Organization

335

(4)

Outcomes of the Developmental Organization

339

(4)

Fifteen Steps for Building a Developmental Organization

343

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Beyond The Learning Organization Creating a Culture of Continuous Growth and Development through State-of-the-Art Human Resource Practicies

Summary

Author Biography

Table of Contents

Supplemental Materials