The field of Human Resource Development has grown and matured over the last few decades into an integral component of organizational life. Increasingly, executives view the HRD function as a crucial strategic tool in improving productivity, profitability, and long-term growth. Principles of Human Resource Development is a comprehensive resource for those considering HRD as a career choice, or those who have recently entered the field. HRD students and professionals as well as executives who want to maximize the strategic role of HRD will find this overview helpful in gaining insight to the field and as a ready desk-top reference. Each unit addresses the key questions to understanding HRD. It explains what HRD is, including individual, career, and organizational development, and how these areas interrelate with one another. The unit on roles in HRD examines the primary roles of HRD manager, learning specialist, instructional designer, and consultant.Gilley and Eggland also explore the competencies needed in HRD, including needs assessment, program design, marketing, and cost benefit analysis. The section on the empirical foundations of HRD examines eight major studies of the HRD field and the professional development and certification activities of the major HRD-related societies. The final section of the book covers the career opportunities in HRD and the future of the field.Charts, checklists, diagrams, and chapter objectives are included throughout the text. Training managers, instructional designers, organization development consultants, and students will find this introduction to HRD an important tool in the continual search to improve the performance of people and organizations.

Principles Of Human Resource Development

Business & Money

Eggland, Steven A.

Gilley, Jerry

Human Resources

Basic Books

In many organizations, human resource development (HRD) professionals are made to believe that their primary function is to conduct classroom-based training sessions and set up seminars, workshops, and conferences to introduce specific skills and policies. This outdated approach is reinforced by management, which is likely to relegate HRD to second-class status and ignore its potential as a real strategic partner.In Strategically Integrated HRD, Jerry W. Gilley and Ann Maycunich call for a radical reinvention of HRD, outlining a comprehensive and rigorous program for its transformation as well as its integration throughout the organization. In an environment characterized by fierce competition and constant change, businesses need to employ all the tools at their disposal to ensure that managers and employees are fully equipped to fulfill their multifaceted jobs, that all systems and processes flow efficiently and effectively, and that the organization is prepared to incorporate new ideas without disrupting its performance or productivity.To this end, Gilley and Maycunich propose that HRD professionals establish partnerships throughout the organization at three distinct levels: (1) strategic business partnerships, designed to ensure successful completion of the company's overall strategic plan; (2) management development partnerships, designed to improve the collaborative and leadership skills of managers; and (3) organizational development partnerships, designed to prepare all employees to adapt to and anticipate change. The authors go on to present specific strategies for enhancing the role of HRD by identifying organizational and performance needs, designing performance improvement programs, and becoming a catalyst for learning acquisition and transfer.Backed by extensive research and professional experience, Strategically Integrated HRD offers a blueprint for unleashing the potential of HRD and improving organizational performance in the process.

Strategically Integrated Hrd: Partnering To Maximize Organizational Performance

Maycunich, Ann

Management & Leadership

Businesses of all shapes and sizes constantly struggle to balance the immediate demands of the market and shareholders against the cost of investing internally in the long-term development of their employees. And though many organizations draw up eloquent mission statements and proudly proclaim that ”our people are our greatest asset,” in practice they fail to make the commitment to employees in favor of meeting short-term goals. The net result is a failure to achieve a consistently high level of performance.In The Performance Challenge, Jerry W. Gilley, Nathaniel W. Boughton, and Ann Maycunich draw from their extensive research, teaching, and consulting experience to present a comprehensive approach to performance management that will help executives in any organization lear to establish a dynamic balance among people, processes, and strategic objectives. The cornerstone of this approach is the Performance Alignment Model, which consists of seven separate but interrelated steps: conducting stakeholder valuation improving job design establishing synergistic relationships applying performance coaching conducting developmental evaluations creating performance growth and development plans linking compensation and rewards to performance growth and development As executives learn to apply these principles simultaneously, they can pinpoint obstacles to performance improvement and create an environment that successfully assesses stakeholder needs and expectations; links employees' tasks and responsibilities directly to the company's strategic goals and objectives; provides opportunities for mentoring, skills development, and feedback to enhance performance; and rewards employees for entrepreneurship, leadership, teamwork, creativity, and loyalty. In the process, managers take on new roles as coaches, trainers, and counselors, while corporate leaders reward those who contribute to collaborative, creative problem solving.Ultimately, The Performance Challenge outlines a vision of a new type of corporate structurethe ”developmental” organizationdefined by its abilities to enhance the collective talent of its employees for the purposes of better serving its customers and shareholders.

The Performance Challenge: Developing Management Systems to Make Employees Your Organization's Greatest Asset

Boughton, Nathaniel W.

Beyond the Learning Organization will help executives, managers, and human resource professionals put the concepts of the developmental organization” into practice. Experts in the field of human resource and organizational development, Jerry W. Gilley and Ann Maycunich examine how the latest advances in HR principles and practices (including recruiting, training, planning, career development, performance management, job design, and compensation and benefits) can be integrated to drive corporate renewal and growth. Ultimately, they outline a process for creating an organizational environment that is able to address a wide variety of competitive and strategic challenges, adapt to internal and external changes, and recognize and reward employees at all levels for contributing to corporate goals.

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

Gilley, Jerry W.

Increasingly, managers at all levels of the organization are being called upon to serve as "change agents," responsible for developing, implementing, and sustaining HRD initiatives, regardless of whether they have been formally trained to do so. In The Manager as Change Agent, Jerry W. Gilley, together with a team of experts in the field of internal consulting, offers a practical approach to developing the skills necessary for leading change in your organization, including motivating people who are resistant to change, resolving conflict, and building consensus.

The Manager as Change Agent: A Practical Guide to Developing High-Performance People and Organizations

Quatro, Scott A.

Quatro, Scott

Hoekstra, Erik

Whittle, Doug

Whittle, Doug D.

Job Hunting & Careers

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