Approaches to training and development / Dugan Laird.

Format:

Book

Author/Creator:

Laird, Dugan.

Contributor:

Naquin, Sharon S.

Holton, Elwood F., 1957-

Series:

New perspectives in organizational learning, performance, and change.

New perspectives in organizational learning, performance, and change

Language:

English

Subjects (All):

Employees--Training of.

Employees.

Physical Description:

1 online resource (354 p.)

Edition:

3rd ed. / revised and updated by Sharon S. Naquin and Elwood F. Holton III.

Place of Publication:

New York : Basic Books, 2003.

Language Note:

English

Summary:

""Approaches to Training and Development provides a comprehensive and practical introduction to the field of organizational training and human-resource development. It surveys the methods, functions, an""

Contents:

Publisher's Note; Contents; Illustrations; 1: Why This Book?; Reflections on a Revision; Human Resource Development (HRD) and Training and Development (T&D); Philosophy of This Book; How to Read This Book; 2: The Need for Training and Development Departments; How Organizations Perform; Preparing Employees to Perform; When Employees Can Do Their Jobs Properly, But Don't, What Then?; Learning vs. Performance; Training; Education and Development; Summary; 3: Function and Role of T&D Managers; Competencies Needed; As Managers/Administrators; As Consultants to the Organization

As Designers of Learning ExperiencesAs Instructors; Summary; 4: The T&D Department and the Organizational Structure; Trends in Organizational Placement; Line and Staff Considerations; Cooperative Effort; Placement Purely As a Staff Function; Placement As a Line Function; Placement with the Chief Executive Officer; Summary; 5: Identifying Training Needs; Meeting Customer Needs; Building Professional Integrity; Distinguishing Training Needs from Other Performance Problems; Individual Needs and Organizational Needs; Potential Sources of Individual Training Needs

Potential Sources of Organizational Training NeedsSurveys or Interviews?; Summary; 6: Responding to Individual Training Needs; The Importance of Individual Training Needs; Inside Answers to Individual Training Needs; Outside Answers to Individual Training Needs; A Control System for Solving Individual Training Needs; Summary; 7: Training Isn't Always the Solution; Why Training Isn't Always Useful; Motivation and Feedback Systems; Contingency Management; Job Enrichment; Organizational Development (OD); Summary; 8: Learning Objectives; The Case for Writing Learning Objectives

How to Write Learning ObjectivesWho Writes Learning Objectives?; Summary; 9: How Do People Learn?; Learning Theories; Meta-Theories of Learning; Middle-Range Learning Models at the Individual Level; Experiential Learning; Transformational Learning; Summary; 10: Instructional Methods; What Are Methods?; A Look at Specific Methods; Summary; 11: Teaching Technique; The Instructor's Use of Objectives; Ongoing Measurement; Questioning Techniques; Getting Attention Versus Getting Involvement; Use of Repetition; Relating to Students; Summary; 12: Training Facilities; The Influence of the T&D Manager

Criteria for Learning RoomsRoom Arrangement; Summary; 13: Enhancing Transfer of Learning; Training Transfer; Learning Transfer Systems; Diagnosing Learning Transfer System Problems; Intervening to Improve Learning Transfer Systems; Closing the Transfer Gap; Summary; 14:Training and Development Budgets; General Estimating Policies; T&D Staff Size; Computing the Cost of Performance Deficiencies; Computing the Cost of Training; How Budgeting Helps the "Go/No Go" Decision; Summary; 15: Measuring Training and Development; What Is Measurement?; Scales of Measurement

Baselines: What They Are and Why They Are Important

Notes:

Description based upon print version of record.

Includes bibliographical references and index.

ISBN:

0-465-00977-8

0-585-48208-X

OCLC:

784885618