Organizational Learning, Performance And

Organizational Learning, Performance, and Changepresents 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.

Ann Maycunich Gilley is Vice President of Trilogy Consulting Group, a performance consulting firm, and a faculty member at Colorado State University, where she teaches courses in strategy, strategic management, consulting, and communications. She is co-author of numerous books, including The Performance Challenge, Beyond the Learning Organization and Organizational Learning, Performance, and Change. She lives in Fort Collins, Colorado.

List of Figures

xi

Acknowledgments

xiii

Preface

xvii

PART I: AN INTRODUCTION TO STRATEGIC HRD

Strategic Human Resource Development

3

(20)

An Examination of Terms

3

(2)

Definitions of HRD

5

(2)

Forces Causing Change in HRD

7

(1)

Misconceptions Surrounding HRD as a Profession

8

(3)

Mission and Purpose of HRD

11

(1)

Priorities HRD Professionals Should Address

11

(1)

Creating Value Through HRD

11

(2)

Outcomes of HRD

13

(1)

Challenges Facing HRD

14

(2)

The HRD Function for the Twenty-First Century

16

(1)

The HRD Professional for the Twenty-First Century

17

(2)

Organizational Learning, Performance, and Change

19

(1)

Conclusion

20

(3)

Transformation of HRD

23

(28)

First-Level HRD

23

(7)

Higher-Order HRD

30

(19)

Conclusion

49

(2)

Strategic HRD Leadership

51

(28)

The HRD Leaders of Tomorrow

52

(4)

Decentralization of HRD

56

(1)

Characteristics of Effective Strategic HRD Leaders

57

(1)

Knowledge of Strategic HRD Leaders

58

(2)

Skills of Strategic HRD Leaders

60

(1)

Abilities of Strategic HRD Leaders

61

(1)

Roles of Strategic HRD Leaders

62

(7)

Responsibilities of Strategic HRD Leaders

69

(8)

Conclusion

77

(2)

Principles of Strategic HRD Practice

79

(24)

Effective HRD Practice Integrates Eclectic Theoretical Disciplines

79

(6)

Effective HRD Practice Is Based on Satisfying Stakeholder Needs and Expectations

85

(1)

Effective HRD Practice Is Responsive but Responsible

86

(1)

Effective HRD Practice Uses Evaluation as a Continuous Quality Improvement Process

87

(2)

Effective HRD Practice Is Designed to Improve Organization Effectiveness

89

(1)

Effective HRD Practice Relies on Relationship Mapping to Enhance Operational Effectiveness

90

(1)

Effective HRD Practice Is Linked to the Organization's Strategic Business Goals and Objectives

91

(1)

Effective HRD Practice Is Based on Partnerships

92

(2)

Effective HRD Practice Is Results Oriented

94

(1)

Credibility Is Essential to the Success of HRD Practice

94

(2)

Effective HRD Practice Utilizes Strategic Planning

96

(1)

Effective HRD Practice Relies on the Analysis Process to Identify Priorities

97

(1)

Effective HRD Practice Is Based on Purposeful and Meaningful Measurement

97

(2)

Effective HRD Promotes Diversity and Equality in the Workplace

99

(1)

Conclusion

99

(4)

PART II: ORGANIZATIONAL LEARNING

Learning Organizations and Action Learning

103

(22)

Organizational Learning

103

(2)

Learning Partnerships

105

(1)

Learning Organizations

106

(10)

Action Learning

116

(6)

Conclusion

122

(3)

Learning in Organizations

125

(30)

Who Is Responsible for Learning in Organizations?

126

(1)

Types of Learning in Organizations

127

(3)

Five Phases of the Learning Process in Organizations

130

(20)

Applying the Learning Process Model

150

(2)

Conclusion

152

(3)

The Developmental Organization

155

(24)

Comparing Learning and Developmental Organizations

155

(7)

Guiding Principles of Developmental Organizations

162

(3)

Outcomes of Developmental Organizations

165

(5)

A Blueprint for Creating the Developmental Organization

170

(5)

Conclusion

175

(4)

PART III: ORGANIZATIONAL PERFORMANCE

Human Performance Technology

179

(18)

A Definition of Human Performance Technology

179

(7)

Human Performance System

186

(4)

Models of Human Performance Technology

190

(4)

Conclusion

194

(3)

Performance Improvement and Management

197

(36)

Performance Improvement

198

(2)

Models of Performance Improvement

200

(5)

Performance Management

205

(2)

Organizational Responsibilities in Performance Management

207

(3)

Organizational Leaders' Roles and Responsibilities in Performance Management

210

(3)

Managers' Roles and Responsibilities in Performance Management

213

(8)

HRD Professionals' Roles and Responsibilities in Performance Management

221

(1)

Employees' Roles and Responsibilities in Performance Management

221

(2)

The Performance Alignment Process

223

(7)

Conclusion

230

(3)

Performance Consultant

233

(22)

Performance Consultant Roles and Subroles

234

(1)

Performance Consultant Responsibilities

235

(1)

Competencies and Skills of Performance Consultants

236

(10)

Accountabilities and Abilities of Performance Consultants

246

(1)

Areas of Expertise

247

(5)

Conclusion

252

(3)

Performance Consulting

255

(26)

Why Employees and Organizations Fail to Achieve Desired Performance Results

255

(3)

Identifying Different Type of Clients

258

(2)

Focusing Performance Consulting Efforts

260

(1)

Responsibilities in Performance Consulting

261

(8)

Performance Consulting Model

269

(4)

Performance Technology Model

273

(4)

Conclusion

277

(4)

PART IV: ORGANIZATIONAL CHANGE

Organizational Change

281

(34)

Conditions for Organizational Change

282

(2)

Organizational Culture and Change

284

(3)

Understanding Resilience

287

(1)

Myths and Realities Concerning Organizational Change

288

(8)

Roles in the Change Process

296

(3)

Barriers to Organizational Change

299

(1)

Models of Organizational Change

300

(12)

HRD Professionals' Responsibilities When Implementing Change

312

(1)

Conclusion

313

(2)

Organizational Development Change Agents

315

(20)

Values of Organizational Development Change Agents

316

(1)

Roles and Skills of Organizational Development Change Agents

316

(9)

Responsibilities of Organizational Development Change Agents

325

(5)

Planning, Managing, and Evaluating Organizational Development Projects

330

(3)

Conclusion

333

(2)

Organizational Development Consulting

335

(34)

Organizational Development Consulting: A Total System Approach

337

(2)

Goals and Objectives of OD Consulting

339

(2)

Characteristics of OD Consulting

341

(1)

Purposes of OD Consulting

341

(7)

Outcomes of OD Consulting

348

(1)

Phases of OD Consulting

348

(7)

Organizational Development Frameworks

355

(10)

Conclusion

365

(4)

PART V: ESSENTIAL PRACTICES IN ORGANIZATIONAL LEARNING, PERFORMANCE, AND CHANGE

Analysis in Organizational Learning, Performance, and Change

369

(28)

Goals for Analysis

370

(1)

Obstacles to Analysis

370

(2)

A Strategic Approach to Analysis

372

(13)

Models of Analysis

385

(10)

Conclusion

395

(2)

Designing Learning and Performance Improvement Interventions and Change Initiatives

397

(18)

Design Principles and the Role of Designer

397

(2)

Intervention Design Models

399

(14)

Conclusion

413

(2)

Evaluation in Organizational Learning, Performance, and Change

415

(26)

Purpose of Evaluation

416

(1)

When to Evaluate

417

(1)

What to Evaluate

418

(1)

Building a Measurement System

419

(1)

Using Evaluation to Avoid Critical Errors

420

(1)

Roles in Evaluation

421

(1)

The Evaluation Process

422

(3)

Outcomes of Evaluation

425

(1)

Models of Evaluation

426

(14)

Conclusion

440

(1)

Appendices

441

(12)

References

453

(16)

Index

469

What is included with this book?

The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.

The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.

FREE SHIPPING

Amazon no longer offers textbook rentals. We do!

Organizational Learning, Performance And Change

Summary

Author Biography

Table of Contents

Supplemental Materials