Discuss how the Bible relates to the topics covered in the course. The Bible, course textbook, and articles from peer-reviewed journals must be used to substantiate the assertions mad
In 600 words, discuss how the Bible relates to the topics covered in the course. The Bible, course textbook, and articles from peer-reviewed journals must be used to substantiate the assertions made in the thread. Discuss how the Bible relates to multiple topics covered in the course (textbook attached). Specific Scriptures must be cited and discussed, as well as the course textbook and articles from at least four peer-reviewed journals published within the past five years. A reference list is required using the APA format.
JON M. WERNER
University of Wisconsin-Whitewater
RANDY L. DESIMONE
Rhode Island College
Human Resource Development SIXTH ED IT ION
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FOR BARBARA AND TAINA
“Pass on what you heard from me … to reliable leaders who are competent to teach others.” (II Timothy 2:2; Message translation)
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BRIEF CONTENTS
Preface xi
PART 1 Foundations of Human Resource
Development 1
Chapter 1 Introduction to Human Resource Development 2
Chapter 2 Influences on Employee Behavior 34
Chapter 3 Learning and HRD 65
PART 2 Framework for Human Resource
Development 105
Chapter 4 Assessing HRD Needs 106
Chapter 5 Designing Effective HRD Programs 139
Chapter 6 Implementing HRD Programs 166
Chapter 7 Evaluating HRD Programs 200
PART 3 Human Resource Development
Applications 253
Chapter 8 Onboarding: Employee Socialization and Orientation 254
Chapter 9 Skills and Technical Training 287
Chapter 10 Coaching and Performance Management 321
Chapter 11 Employee Counseling and Wellness Services 355
Chapter 12 Career Management and Development 391
Chapter 13 Management Development 439
Chapter 14 Organization Development and Change 476
Chapter 15 HRD and Diversity: Diversity Training and Beyond 516
Glossary 547
Name Index 559
Subject Index 563
Endnotes 577
iv
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CONTENTS
Preface xi
PART 1 Foundations of Human Resource Development 1
Chapter 1 Introduction to Human Resource Development 2
Introduction 3
The Progression Toward a Field of Human Resource Development 5
The Relationship Between Human Resource Management and HRD/Training 8
Human Resource Development Functions 10
Roles and Competencies of an HRD Professional 16
Challenges to Organizations and to HRD Professionals 22
A Framework for the HRD Process 26
Organization of the Text 29
Chapter 2 Influences on Employee Behavior 34
Introduction 35
Model of Employee Behavior 36
External Influences on Employee Behavior 38
Motivation: A Fundamental Internal Influence on Employee Behavior 45
Other Internal Factors That Influence Employee Behavior 57
Chapter 3 Learning and HRD 65
Introduction 66
Learning and Instruction 67
Maximizing Learning 70
Individual Differences in the Learning Process 83
Learning Strategies and Styles 90
Further Contributions from Instructional and Cognitive Psychology 94
v
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PART 2 Framework for Human Resource Development 105
Chapter 4 Assessing HRD Needs 106
Introduction 107
Strategic/Organizational Analysis 112
Task Analysis 117
Person Analysis 125
Prioritizing HRD Needs 132
The HRD Process Model Debate 133
Chapter 5 Designing Effective HRD Programs 139
Introduction 140
Defining the Objectives of the HRD Intervention 143
The “Make-Versus-Buy” Decision: Creating or Purchasing HRD Programs 147
Selecting the Trainer 150
Selecting Training Methods and Media 156
Preparing Training Materials 158
Scheduling an HRD Program 160
Chapter 6 Implementing HRD Programs 166
Introduction 167
Training Delivery Methods 168
On-The-Job Training (OJT) Methods 170
Classroom Training Approaches 174
The Lecture Approach 174
The Discussion Method 176
Audiovisual Media 177
Computer-Based Training (Classroom-Based) 187
Self-Paced/Computer-Based Training Media and Methods 188
Some Final Issues Concerning Training Program Implementation 193
Arranging the Physical Environment 193
Getting Started 196
Chapter 7 Evaluating HRD Programs 200
Introduction 201
The Purpose of HRD Evaluation 202
How Often Are HRD Programs Evaluated? 204
The Evaluation of Training and HRD Programs Prior to Purchase 204
vi Contents
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Changing Evaluation Emphases 205
Models and Frameworks of Evaluation 205
Kirkpatrick’s Evaluation Framework 206
Other Frameworks or Models of Evaluation 208
Comparing Evaluation Frameworks 209
A Stakeholder Approach to Training Evaluation 213
Data Collection for HRD Evaluation 214
Data Collection Methods 214
Choosing Data Collection Methods 217
Types of Data 218
The Use of Self-Report Data 219
Research Design 220
Ethical Issues Concerning Evaluation Research 223
Assessing the Impact of HRD Programs in Monetary Terms 225
How Technology Impacts HRD Evaluation 234
Closing Comments on HRD Evaluation 236
Appendix 7–1 More on Research Design 241
Research Design Validity 241
Nonexperimental Designs 242
Experimental Designs 245
Quasi-Experimental Designs 248
Statistical Power: Ensuring that a Change will be Detected if One Exists 249
Selecting a Research Design 251
PART 3 Human Resource Development Applications 253
Chapter 8 Onboarding: Employee Socialization and Orientation 254
Introduction 255
Socialization: The Process of Becoming an Insider 257
Various Perspectives on the Socialization Process 262
The Realistic Job Preview 266
Chapter 9 Skills and Technical Training 287
Introduction 288
Basic Workplace Competencies 289
Basic Skills/Literacy Programs 290
Technical Training 294
Interpersonal Skills Training 306
Contents vii
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Role of Labor Unions in Skills and Technical Training Programs 312
Professional Development and Education 314
Chapter 10 Coaching and Performance Management 321
Introduction 322
The Need for Coaching 322
Coaching: A Positive Approach to Managing Performance 323
Coaching and Performance Management 324
Definition of Coaching 325
Role of the Supervisor and Manager in Coaching 327
The HRD Professional’s Role in Coaching 328
Coaching to Improve Poor Performance 328
Defining Poor Performance 329
Responding to Poor Performance 330
Conducting the Coaching Analysis 332
Maintaining Effective Performance and Encouraging Superior Performance 340
Skills Necessary for Effective Coaching 341
The Effectiveness of Coaching 344
Employee Participation In Discussion 345
Being Supportive 346
Using Constructive Criticism 346
Setting Performance Goals During Discussion 346
Training and the Supervisor’s Credibility 347
Organizational Support 347
Closing Comments on Coaching and Performance Management 347
Chapter 11 Employee Counseling and Wellness Services 355
Introduction 356
An Overview of Employee Counseling Programs 359
Employee Assistance Programs 362
Stress Management Interventions 370
Employee Wellness and Health Promotion Programs 374
Exercise and Fitness Interventions 376
Smoking Cessation 378
Issues in Employee Counseling 381
Closing Comments 386
viii Contents
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Chapter 12 Career Management and Development 391
Introduction 392
Defining Career Concepts 396
Stages of Life and Career Development 399
Models of Career Development 404
The Process of Career Management 409
Roles in Career Management 413
Career Development Practices and Activities 415
Issues in Career Development 426
Delivering Effective Career Development Systems 431
Chapter 13 Management Development 439
Introduction 440
Describing the Manager’s Job: Management Roles and Competencies 442
Making Management Development Strategic 453
Management Education 454
Bachelor’s or Master’s Degree Programs in Business Administration 455
Executive Education Programs 457
Management Training and Experiences 459
Examples of Approaches Used to Develop Managers 465
Designing Effective Management Development Programs 471
Chapter 14 Organization Development and Change 476
Introduction 477
Organization Development Theories and Concepts 478
Model of Planned Change 483
Designing an Intervention Strategy 485
Types of Interventions: Human Process-Based 492
Types of Interventions: Techno-Structural 494
Types of Interventions: Sociotechnical Systems 496
Types of Interventions: Organizational Transformation 502
Whither Organization Development? 509
Chapter 15 HRD and Diversity: Diversity Training and Beyond 516
Introduction 517
Organizational Culture 518
Labor-Market Changes and Discrimination 520
Adapting to Demographic Changes 525
Contents ix
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Cross-Cultural Education and Training Programs 535
Human Resource Development Programs for Culturally Diverse Employees 538
Other Human Resource Management Programs and Processes 542
Closing Comments 542
GLOSSARY 547
NAME INDEX 559
SUBJECT INDEX 563
ENDNOTES 577
x Contents
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PREFACE
Employee skills and motivation are critical for organizational success. This has always been true, but the pace and volume of modern change is drawing increased attention to the ways that human resource development (HRD) activities can be used to ensure that organization members have what it takes to successfully meet their challenges. While there is solid evidence that HRD works, it is not a magic bullet. The challenges many organizations face are complex, and new dimensions, such as globalization and an increasingly diverse workforce, make it more difficult to ensure HRD efforts will succeed. Unless those responsible for training and development make informed choices about the content of a develop- mental experience and the methods of delivering it, the results of many HRD efforts will fail to meet expectations.
Fortunately, there is a growing base of theory, research, and practical experi- ence to support HRD efforts. We wrote this book to help students, HRD profes- sionals, and managers at all levels take advantage of this knowledge and experience. We firmly believe that if they do so, they will increase their effectiveness, along with that of individuals with whom they work and the organizations of which they are a part.
Intended Audience. We wrote Human Resource Development to serve primar- ily as a comprehensive text for undergraduate and graduate courses in business, management, public administration, educational administration, and other fields that prepare individuals to train and develop other people. As such, the book:
• Covers the entire field of HRD (as defined by two different competency stud- ies by the American Society for Training and Development), from orientation and skills training, to career development and organizational development
• Provides a clear understanding of the concepts, processes, and practices that form the basis of successful HRD
• Shows how concepts and theories can and have been put into practice in a variety of organizations
• Focuses on the shared role of line management and human resource specialists in HRD
• Reflects the current state of the field, blending real-world practices and up-to-date research
In addition to being an appropriate text for academic courses, this book is an excellent resource for HRD professionals. It can serve as a comprehensive intro- duction for managers and supervisors who have had limited (or no) coursework or experience with HRD. Not only can they become better trainers and devel- opers, they will become more informed consumers of the HRD efforts offered by their organizations.
xi
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Pedagogical Features. We have included a number of pedagogical aids in the text to enhance student learning and interest. These aids include:
• Learning objectives and opening questions at the beginning of each chapter
• An opening case in each chapter that places the contents of the chapter into a meaningful context
• Illustrations, examples, and boxed inserts throughout the book to help readers better assimilate the information
• A return to the opening case to provide closure and show how the chapter con- tents may be used to address the issues in the case
• A list of key terms and concepts at the end of each chapter
• End-of-chapter discussion questions to stimulate thought and provide students with an opportunity to discuss and apply the information in the chapter
• Exercises have been included in every chapter to provide further experience with applying materials from the text, or to see how the materials relate to a real-world setting
• A glossary of key terms and concepts is included at the end of the book
Numerous examples from organizations, along with perspectives offered by organization leaders and HRD professionals, are used to reinforce concepts and demonstrate the importance of effective HRD to organizational success.
New to the Sixth Edition. The sixth edition of this book has been updated to reflect the research and thinking on HRD theory and practice that has taken place since 2008. Information from more than 1,200 new sources has been added. Some examples of material added to the sixth edition are:
• A new case on the strategic HRD efforts at Kasikorn Bank of Thailand, plus updated discussions of ethical dilemmas in HRD, as well as certification as a learning professional (Chapter 1)
• Updated discussion of the many influences on employee behavior to include recent research (Chapter 2)
• A new case on learning and development at Caterpillar, Inc., plus a continued emphasis on individual learning styles and preferences, along with an updated discussion of how technology changes employee learning (Chapter 3)
• Revised discussions of needs assessment activities, especially in relation to changes caused by technological advances (Chapter 4)
• Updated information concerning the use of particular training topics and approaches used to design training and other HRD interventions (Chapter 5)
• A new case on Colliers International, plus updated coverage of major meth- ods of providing HRD programs, with expanded emphasis on experiential and computer-based training (Chapter 6)
• An emphasis on a stakeholder approach to HRD evaluation, and an expanded Kirkpatrick evaluation framework, while maintaining the emphasis on the use of
xii Preface
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return on investment (ROI) and utility estimates for communicating HRD effectiveness (Chapter 7)
• A new case on orientation at the Mayo Clinic, plus updated content con- cerning socialization, with expanded discussion of ways to effectively use technology in orientation programs (Chapter 8)
• A new case on customer service at Cisco Systems, Inc., as well as extensive up- dating concerning the various forms of skills and technical training (Chapter 9)
• A revised opening case on coaching scenarios, plus updated coverage of both coaching and performance management, as well as a new experiential exercise concerning developing performance management competence (Chapter 10)
• A new integrative case on wellness efforts at KPMG LLP, plus updated research on the need for, and effectiveness of, employee counseling and worksite health promotion programs to address such issues as alcohol and drug abuse, stress, hypertension, and fitness (Chapter 11)
• Updated discussion of the shifts occurring in career development, including the changing employment relationship, new models of career development, team-based career development, learning portfolios, and the individual’s responsibility in career development, plus a new career planning exercise called “The five-year resume” (Chapter 12)
• Updated discussions of the nature of managerial work, strategic management development, global management development, competency-based man- agement education, ethics instruction in management education, leadership development (including transformational leadership and experience-based approaches), as well as a new integrative case on training general managers at Bristol-Myers-Squibb (Chapter 13)
• Updated discussion of the concept of organizational development and change management in today’s business environment, plus a new integrative case concerning promotional problems at a metropolitan transit system (Chapter 14)
• An updated case and web assignment concerning global diversity efforts at IBM, while addressing current ways that organizations can go beyond diver- sity training to effectively manage diversity to serve the needs of all employ- ees (Chapter 15)
We have worked hard to maintain the elements that made the previous edi- tions a useful and meaningful resource to students and practitioners, including clear writing, a comprehensive approach to HRD, a strong research base, and a balance between theory, research, and practice. To promote ease of reading, yet still provide easy access to the reference materials, all citations are included as endnotes at the end of the book.
We welcome questions, comments, and suggestions from users and potential adopters of this book. You can reach Jon Werner at the Department of Manage- ment, University of Wisconsin-Whitewater, Whitewater, WI 53190, by
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