Human Resource Development: Perspectives, Roles and Practice ChoicesAllen & Unwin, 1999 - 365 pages An examination of the field of human resource development with a focus on Australia while maintaining an awareness of the international scene. The book shows how this development can help people, groups, teams, departments, public and private organizations develop their full potential. |
Contents
| 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 |
Common terms and phrases
achieve action learning activities analysis approach assessment Australian become behaviour challenges client coaching communication competencies concept context corporate create creative critical culture diversity economic effective employees ensure environment evaluation example experience facilitator feedback focus focused function Function analysis global globalisation goals HRD practitioners Human Resource Development identify impact implementation important increased individuals industry involves issues Knowledge Management knowledge workers leadership learning organisation levels maintained McLagan metaphor Nadler organisation's organisational change organisational learning outcomes outsourcing participants performance appraisals performance management perspective Peter Senge problem productivity professional programs Queensland Rail recognised reflection relationships responsibility role scenario planning shared skills Sofo staff strategic planning strategy structure Systems thinking teamwork telecommuters Teleworking total quality management trainers Training and Development transformation workforce workplace
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.