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Cover Art
PRINTED BOOKS
Author Laird, Dugan.

Title Approaches to training and development / Dugan Laird.

Published Oxford : Perseus, 2002.

Copies

Location Call No. Status
 UniM Bund  658.3124 LAIR {Bund81 20190820}    AVAILABLE
Edition 3rd ed. / revised and updated by Elwood F. Holton and Sharon S. Naquin.
Physical description 336 pages
Series New perspectives in organizational learning, performance, and change.
Notes Previous ed.: Reading, Mass: Addison-Wesley, 1985.
Contents Reflections on a Revision 1 -- Human Resource Development (HRD) and Training and Development (T&D) 2 -- 2 Need for Training and Development Departments 5 -- How Organizations Perform 5 -- Preparing Employees to Perform 6 -- When Employees Can Do Their Jobs Properly, But Don't, What Then? 9 -- Learning vs. Performance 10 -- Training 13 -- Education and Development 14 -- 3 Function and Role of T&D Managers 21 -- Competencies Needed 21 -- As Managers/Administrators 22 -- As Consultants to the Organization 26 -- As Designers of Learning Experiences 30 -- As Instructors 33 -- 4 T&D Department and the Organizational Structure 37 -- Trends in Organizational Placement 37 -- Line and Staff Considerations 37 -- Cooperative Effort 43 -- Placement Purely As a Staff Function 44 -- Placement As a Line Function 46 -- Placement with the Chief Executive Officer 47 -- 5 Identifying Training Needs 49 -- Meeting Customer Needs 49 -- Building Professional Integrity 50 -- Distinguishing Training Needs from Other Performance Problems 51 -- Individual Needs and Organizational Needs 62 -- Potential Sources of Individual Training Needs 63 -- Potential Sources of Organizational Training Needs 65 -- Surveys or Interviews? 67 -- Prioritizing Training Needs 73 -- 6 Responding to Individual Training Needs 77 -- Importance of Individual Training Needs 77 -- Inside Answers to Individual Training Needs 79 -- Outside Answers to Individual Training Needs 83 -- A Control System for Solving Individual Training Needs 89 -- 7 Training Isn't Always the Solution 93 -- Why Training Isn't Always Useful 93 -- Motivation and Feedback Systems 94 -- Contingency Management 102 -- Job Enrichment 105 -- Organizational Development (OD) 108 -- 8 Learning Objectives 115 -- Case for Writing Learning Objectives 116 -- How to Write Learning Objectives 118 -- Who Writes Learning Objectives? 123 -- 9 How Do People Learn? 125 -- Learning Theories 125 -- Meta-Theories of Learning 126 -- Middle-Range Learning Models at the Individual Level 138 -- Experiential Learning 145 -- Transformational Learning 147 -- 10 Instructional Methods 149 -- A Look At Specific Methods 151 -- 11 Teaching Technique 183 -- Instructor's Use of Objectives 183 -- Ongoing Measurement 184 -- Questioning Techniques 185 -- Getting Attention Versus Getting Involvement 188 -- Use of Repetition 189 -- Relating to Students 189 -- 12 Training Facilities 195 -- Influence of the T&D Manager 195 -- Criteria for Learning Rooms 195 -- Room Arrangement 199 -- 13 Enhancing Transfer of Learning 207 -- Training Transfer 207 -- Learning Transfer Systems 208 -- Diagnosing Learning Transfer System Problems 209 -- Intervening to Improve Learning Transfer Systems 212 -- Closing the Transfer Gap 219 -- 14 Training and Development Budgets 221 -- General Estimating Policies 222 -- T&D Staff Size 222 -- Computing the Cost of Performance Deficiencies 224 -- Computing the Cost of Training 226 -- How Budgeting Helps the Go/No Go Decision 233 -- 15 Measuring Training and Development 235 -- Scales of Measurement 236 -- Baselines: What They Are and Why They Are Important 241 -- Instruments 242 -- Post-Training Measurement 248 -- 16 Assessing the Results of the Training Programs 255 -- Traditional Approach: The Kirkpatrick Model 255 -- To What Extent Is Program Evaluation Conducted in Practice? 256 -- A New Approach: The Results Assessment System 257 -- Results Domains 258 -- Learning Results 262 -- Perception Results 265 -- A Results Assessment Plan 268 -- Core Dimensions 268 -- Making Results Assessment Practical and Credible 272 -- Overcoming Resistance to Results Assessment 276 -- 17 Selecting and Retaining the T&D Staff 281 -- Barefoot T&D Specialists 281 -- Selecting the T&D Staff 281 -- Care and Development of T&D Specialists 293 -- Rotation Policies 294 -- 18 Does Employee Development Pay Off? 297 -- American Society for Training and Development (ASTD) Learning Outcomes Report 298 -- Studies in High-Performance Human Resource Practices 300 -- Program Results Assessment Case Studies 306 -- 19 Where Does It All End? 317.
Summary This newly revised and updated edition of 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, and goals of training -- from needs assessment to implementation -- illustrating each step of an effective training program. This edition includes fresh examples and references, with an emphasis on assessing new training technologies and determining when they should replace traditional ones. Approaches to Training and Development will continue to serve as the definitive guidebook for a new generation of trainers, HRD professionals, educators, and students.
Other author Holton, Elwood F., 1957-
Naquin, Sharon S.
Subject Employees -- Training of.
ISBN 0738206989 paperback £21.99