Human Resource Development: Perspectives, Roles and Practice Choices

Front Cover
Allen & Unwin, 1999 - Industrial relations - 365 pages
1 Review
The work of HRD has become very complex. The fast pace of change makes it more urgent than ever for HRD to add value to organisations. Managers are now the new HRD practitioners. They must rise to meet new challenges and get results...Part 1 looks at the 'big picture' of HRD - the current international change climate with a particular emphasis on the microeconomic context of Australia. It also addresses the links between HRD and its sibling functions of HRM and IR...Part 2 looks at the key HRD role choices - change agent, analysing needs, designing and developing programs, training, assessing, facilitating, coaching, administering and managing human resources...Part 3 examines current and frequently used practice choices available to professionals working in human relations...Key features.. - The first Australian book to address the theoretical and practical issues of HRD.. - Adopts a choice approach which is new to HRD and enables it to be linked to areas not previously connected in the literature eg. IR, Adult Education, and HRM...This book will be attractive to undergraduate students as well as graduates, practitioners and tertiary staff in TAFE and universities.
 

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Contents

Perspectives
1
Recent Microeconomic Reforms in Australia
39
HRMHRDIR Connections
57
Role Options
73
The relationship between knowledge development and research
81
Competency profiles for research roles
89
HRD and change
95
Conclusion
103
Managing Value Through Workshop Facilitation
221
Using High Performance Technology to Improve
233
A model for human performance improvement
241
The Truth About Teams
249
Types of teams
255
Scepticism toward teamwork
265
Developing and Managing Diversity
270
Action Learning
289

Identifying a performance gap
111
Additional applications
118
Assessing
132
Facilitating
139
Coaching
150
Span of control and role choice
157
Total Employee Involvement TEI
163
Practice Choices
191
Features of successful action learning programs
295
Tools for Transforming Organisations
301
Models for change management
307
The challenges of transformational change
318
Epilogue
337
Index
353
Copyright

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Popular passages

Page 250 - A team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable.
Page 253 - The most important source of satisfaction for this desire is the response we get from the people we are close to, in whom we are interested, and whose approval and support we are eager to have. The face-to-face groups with whom we spend the bulk of our time are, consequently, the most important to us.
Page 18 - I see by little and little more of what is to be done, and how it is to be done, should I ever be able to do it.
Page 121 - Training is a planned process to modify attitude, knowledge or skill behaviour through learning experience to achieve effective performance in an activity or range of activities.
Page 23 - Teleworking is a flexible way of working which covers a wide range of work activities, all of which entail working remotely from an employer, or from a traditional place of work, for a significant proportion of work time.
Page 6 - The death of distance as a determinant of the cost of communications will probably be the single most important economic force shaping society in the first half of the next century.
Page 204 - In this context the precise definition of "scenario" is: a tool for ordering one's perceptions about alternative future environments in which one's decisions might be played out.

References to this book

About the author (1999)

Francesco Sofo is field editor of Human Resource Managers forum for the American Society for Training and Development. His current position is Head, Human Resource Development Program at the University of Canberra.

Bibliographic information