Strategic Training and Development 1st Edition

Đào tạo và phát triển chiến lược
Con người là nguồn lực quan trọng nhất đối với các tổ chức ngày nay. Các tổ chức phải đầu tư vào nhân viên của mình để duy trì lợi thế cạnh tranh và đạt được các mục tiêu chiến lược của mình. Đào tạo và Phát triển Chiến lược biến lý thuyết và nghiên cứu thành những phương pháp thực hành tốt nhất để nâng cao kiến ​​thức, kỹ năng và hành vi của nhân viên tại nơi làm việc. Các tác giả Robyn A. Berkley và David M. Kaplan áp dụng cách tiếp cận toàn diện và mang tính trải nghiệm, mang đến nhiều cơ hội thực hành phong phú cho sinh viên. Sự tập trung mạnh mẽ vào công nghệ, đạo đức, các vấn đề pháp lý, sự đa dạng và hòa nhập cũng như sự kế thừa giúp chuẩn bị cho sinh viên thành công trong môi trường kinh doanh ngày nay.

Preface
Acknowledgments
About the Authors
Introduction to Training and Development
Introduction
The Instructional Systems Design Model
Analyze
Design
Develop
Implement
Evaluate
ADDIE Model in Our Textbook
Training and Development Career Issues
Interest Profile for Trainers
Career Outlets for Training and Development
Professional Organizations and Certifications
Conclusion
Key Terms
End-of-Chapter Exercises
CHAPTER 1 • Training and Development Strategy
Learning Objectives
Internal Environment
Tasks
People
Social
Organization
Interdependence of the Internal Environment
HR Infrastructure
Company Strategy
Aligning Company and Training Strategies
Corporate Strategy Theories
External Environment
Economic Environment
Political-Legal Environment
Technological Environment
Sociocultural Environment
Ethics and Training Strategy
Global Issues in Training Strategy
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 2 • Legal Issues in Training and Development
Learning Objectives
Jurisdiction and Ethics
What If a Law Does Not Apply?
Equal Employment Opportunity
Civil Rights Act
Americans With Disabilities Act (ADA)
Age Discrimination in Employment Act (ADEA)
Affirmative Action
Liability and the Provision of Training
Safety and Health
Affirmative Defense
Independent Contractors
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 3 • Needs Analysis
Learning Objectives
Organization Level
Organizational Alignment
A Training SWOT
Job Level
Task-Based or Competency-Based
Methods
Sources
Person Level
Conducting a Person-Level Analysis
Motivation Theories
Results of a Needs Analysis
Learning Objectives
Why Not to Train
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 4 • Learning Theories
Learning Objectives
Bloom’s Taxonomy: What People Learn
Learning Theories
Behaviorism
Cognitivism
Constructivism
Humanism
Pedagogy, Andragogy, and Heutagogy
Pedagogy Versus Andragogy
Heutagogy
Learning Styles
Are There Generational Differences in Learning?
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 5 • Training Evaluation: Reaction and Learning
Learning Objectives
Training Strategy for Evaluation
How Training Strategy Informs Training Evaluation
Learning Evaluation Strategy
Developing Learning Objectives
Planning Objectives
Writing Objectives
Quantifying Objectives
Training Design for Evaluation
Nonexperimental Designs
Experimental Designs
Training Design for Evaluation Summary
Reliability and Validity of Training Measures
Kirkpatrick’s Model for Training Effectiveness
Training Evaluation Administration
Level 1: Reaction
Level 2: Learning
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 6 • Training Evaluation: Transfer and Results
Learning Objectives
Transferring Learning to Behavior
Strategic Focus
The Right Kind of Leadership
The Ability to Plan For and Manage Change Effectively
An Effective Measurement System
Success at Levels 1 and 2
Kirkpatrick’s Model for Training Effectiveness
Level 3: Behavior
Level 4: Results
Transfer of Training
Near Versus Far Transfer
Factors Affecting Transfer
Training Evaluation Analysis
Training Budgets
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 7 • Learning Methods
Learning Objectives
Traditional Methods
Lecture
Discussion
Experiential Methods
Debriefs
Cases
Role Plays
In-Basket
Games
Simulations
Choosing a Method
Instructional Aids
Overheads and Handouts
Blackboards, Whiteboards, and Computers
Flipcharts
Video and Audio
Asking Questions
Question to Confirm
Question to Engage
How to Ask Questions
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 8 • Delivery Options for Face-to-Face Training
Learning Objectives
Instructional Settings
On-Site
Off-Site
Unspecified
Factors Influencing Selection of Instructional Settings
Control/Standardization
Fidelity
Costs
Social Capital
Reward Value
On-the-Job Training (OJT)
Trainer Selection
Trainer Support
Training Design
Training Evaluation
Workshops, Speakers/Courses, Conferences, and Corporate Universities
Features of Classrooms
Features of Programs and Providers
Corporate University
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 9 • Technology-Mediated Training and Development
Learning Objectives
Technology-Facilitated Learning
Communicating Virtually
Concerns With Virtual Communication
Opportunities With Virtual Communication
Human Resource Information Systems (HRIS)
Needs Analysis
Succession Planning
Training and Development Delivery
Training Evaluation
Online Instruction
Characteristics of Online Instruction
Mobile Instruction
Gamification
Massive Online Open Courses (MOOCs)
e-Mentoring and e-Coaching
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 10 • Careers and Succession
Learning Objectives
Career Theories
Career Stages
Exploration
Establishment
Maintenance
Obsolescence
Plateaus
Career End or Transition
Career Paths
Mobility Patterns
Predictability and Managing Careers
Traditional, Protean, and Boundaryless Careers
Traditional
Boundaryless
Protean
Career Anchors
Succession Planning
Approaches to Succession Planning
Methods and Tools to Conduct Succession Planning
New Careers and Succession Planning
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 11 • Employee Development
Learning Objectives
Strategic Importance of Development
Learning Agility
Employee Development
Assignments and Enrichment Opportunities
Job Design
Job Transitions
Mentoring and Coaching
Leadership Development
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 12 • Practical Skills for Training and Development
Learning Objectives
Communication Style
Nonverbal Communication
Improvisational Communication
Listening
Passive Listening
Attentive Listening
Active Listening
Feedback
Conflict Resolution
Less Effective Conflict Resolution Styles
More Effective Conflict Resolution Styles
Self-Awareness
Emotional Intelligence
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 13 • Training for Differences: Understanding Culture and Diversity
Learning Objectives
How People, Organizations, and the Global Context Differ
Macro-Level Differences: National Culture and Global Competency
National Culture
Training Employees for International Assignments
Organization-Level Differences: Company Culture
Artifacts
Espoused Values
Basic Underlying Assumptions
Onboarding to Train for Organizational Culture
Recruitment
Orientation
General Program Attributes
Micro-Level Differences: Inpidual Differences and Diversity Training
Types of Diversity
Applying Practical T&D Skills to Diversity Training
Ethics and Training Diverse Others
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
Appendix A: Semester-Long Project
Appendix B: External Partnerships
Appendix C: Managing a Training Session
Glossary
Notes
Index