Handbook of Human Resource Development.

Handbook of Human Resource Development.

Address the fundamental concepts and issues that HR professionals face daily with the Handbook of Human Resource Development. Editors Neal Chalofsky, Tonette Rocco, and Michael Lane Morris have compiled a collection of chapters sponsored by the Academy of Human Resource Development that provide revo...

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Bibliographic Details
Main Author: Chalofsky, Neal, 1945-
Format: eBook
Language:English
Published: Hoboken : Wiley, 2014.
©2014
Subjects:
Personnel management.
Career development.
Manpower planning.
BUSINESS & ECONOMICS > Training.
Career development
Manpower planning
Personnel management
Online Access:Click for online access
Table of Contents:
  • Handbook of Human Resource Development; Copyright; Contents; Foreword; About the Editors; About the Contributors; Preface; Overview of the Sections; Acknowledgments; Introduction: The Profession and the Discipline; HRD: From Practice to Profession to Discipline; Evolution of the Profession; HRD as a Discipline; What Is a Discipline?; Perspectives from Other Disciplines; The Foundational Disciplines for the Study of HRD; So What Is HRD, Really?; References and Resources; Part I: Foundations of the Discipline of HRD; Chapter One: Psychological Foundations of HRD.
  • Foundational Psychological Theories and HRDBehavioral Psychology and HRD; Humanistic Psychology and HRD; Positive Psychology and HRD; Gestalt Psychology and HRD; Developmental Psychology and HRD; Social and Emotional Development; Implications for HRD; References; Chapter Two: System Theory and HRD; System Theory; Implications of System Theory; HRD Process; HRD Programs; Management of HRD; Applying System Theory to HRD; Understanding HRD; Understanding Organizational Change and HRD; Conclusions; References; Chapter Three: Adult Learning Theory and Application in HRD.
  • Individual Learning at WorkAndragogy; Dewey-Based Theories; Relatedness: Collective and Collaborative Learning; Complexity Theory; Learning at the Organizational Level; Applications to Human Resource Development; Informal and Incidental Learning; Collaborative Developmental Action Inquiry; Creating a Learning Culture; Conclusion; References; Chapter Four: Management and Leadership in HRD; Introduction; Does Leadership Make a Difference?; Management and Leadership; Focus on Management; Aims of the Present Review; A Brief History of Leadership Research and Development (ca. 1940-ca. 1980).
  • Recent Trends in Leadership Development Theory and Practice (ca. 1980-ca. 2010)Current Leadership Development Theory and Practice: Learning from Experience; Future Trends; New Concepts of Leadership and HRD; Shared Leadership; Leadership and Character; Conclusion; References; Chapter Five: Organizational Culture and HRD: The Roots, the Landscape, and the Future; The Roots; The Landscape; Different Disciplines, Different Perspectives; HRD and Organizational Culture; The Future; References; Part II: Issues and Perspectives on HRD; Chapter Six: Dilemmas in Defining HRD; Dilemmas in Defining HRD.
  • The Drive to DefineReasons to Not Define HRD; The Philosophical Case for Refusing to Define HRD; The Theoretical Case for Refusing to Define HRD; The Professional Case for Refusing to Define HRD; The Practical Reason for Refusing to Define HRD; Implications for Working Without a Definition of HRD; Developing Non-Defining Parameters; References; Chapter Seven: Perspectives on the Concept of Development for HRD; Types of Development; Life cycle Development; Dialectic Development; Evolutionary Development; Teleological Development; Interaction of the Four Models.

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