Efnisyfirlit

• Cover
• Title
• Copyright
• Dedication
• Preface
• Connect
• Acknowledgements
• About the Author
• Brief Contents
• Contents
• Organization of this Book
• PART ONE THE CONTEXT FOR TRAINING AND DEVELOPMENT
  • Chapter One Introduction to Employee Training and Development
    • Introduction
    • Training and Development: Key Components of Learning
    • Designing Effective Training
      • Overcoming the Flaws of the ISD Model
    • The Forces Influencing Working and Learning
      • Economic Cycles
      • Globalization
      • Increased Value Placed on Intangible Assets and Human Capital
      • Focus on Link to Business Strategy
      • Changing Demographics and Diversity of the Workforce
      • Talent Management
      • Customer Service and Quality Emphasis
      • New Technology
      • High-Performance Work Systems
    • Snapshot of Training Practices
      • Training Facts and Figures
      • Training Investment Leaders
      • Roles, Capabilities, Positions, and Salaries of Training Professionals
      • Who Provides Training?
      • Who Is in Charge of Training?
      • Preparing to Work in Training
    • Key Terms
    • Discussion Questions
    • Application Assignments
    • Case Zappos: Facing Competitive Challenges
    • Endnotes
  • Chapter Two Strategic Training
    • Introduction
      • The Evolution of Training: From an Event to Learning
    • Learning as a Strategic Focus
      • The Learning Organization
      • Implications of Learning for Human Capital Development
    • The Strategic Training and Development Process
      • Business Strategy Formulation and Identification
      • Identify Strategic Training and Development Initiatives That Support the Strategy
      • Provide Training and Development Activities Linked to Strategic Training and Development Initiatives
      • Identify and Collect Metrics to Show Training Success
      • Examples of the Strategic Training and Development Process
    • Organizational Characteristics That Influence Training
      • Company Size
      • Roles of Employees and Managers
      • Top Management Support
      • Integration of Business Units
      • Global Presence
      • Business Conditions
      • Other HRM Practices
      • Strategic Value of Jobs and Employee Uniqueness
      • Extent of Unionization
    • Training Needs in Different Strategies
    • Models of Organizing the Training Department
      • The Corporate University (Corporate Training Universities)
      • Creating a Corporate University
      • Business-Embedded Learning Function
      • Learning, Training, and Development from a Change Model Perspective
    • Marketing Training and Creating a Brand
    • Outsourcing Training
    • Summary
    • Key Terms
    • Discussion Questions
    • Application Assignments
    • Case: Learning at iCIMS
    • Endnotes
    • Case 1: Learning in Practice: “Alexa, Tell Me About Learning at Amazon.com, Inc.”
• PART TWO DESIGNING TRAINING
  • Chapter Three Needs Assessment
    • Introduction
    • Why Is Needs Assessment Necessary?
    • Who Should Participate in Needs Assessment?
    • Methods Used in Needs Assessment
    • The Needs Assessment Process
      • Organizational Analysis
      • Person Analysis
      • The Process for Person Analysis
      • Task Analysis
    • Competency Models
    • Scope of Needs Assessment
      • Needs Assessment in Practice
    • Summary
    • Key Terms
    • Discussion Questions
    • Application Assignments
    • Case: Identifying Training Needs at the U.S. Department of Agriculture’s Animal Plant and Health Inspection Service (APHIS)
    • Endnotes
  • Chapter Four Learning and Transfer of Training
    • Introduction
    • What Is Learning? What Is Learned?
    • Learning Theories
      • Reinforcement Theory
      • Social Learning Theory
      • Goal Theories
      • Need Theories
      • Expectancy Theory
      • Adult Learning Theory
      • Information Processing Theory
    • Transfer of Training Theory
      • Theory of Identical Elements
      • Stimulus Generalization Approach
      • Cognitive Theory of Transfer
    • The Learning Process
      • Mental and Physical Processes
      • Learning Cycles and Styles
      • Implications of the Learning Process and Transfer of Training for Instruction
    • Instructional Emphasis for Learning Outcomes
    • Summary
    • Key Terms
    • Discussion Questions
    • Application Assignments
    • Case: Revised Training for the U.S. Navy
    • Endnotes
  • Chapter Five Program Design
    • Introduction
    • Considerations in Designing Effective Programs
      • Selecting and Preparing the Training Site
      • Choosing Trainers
      • How Trainers Can Make the Training Site and Instruction Conducive to Learning
    • Curriculum, Course, and Lesson Design
      • Curriculum Road Map
    • Converting In-Person to Online Learning
    • Program Design Implications for Transfer of Training
      • Determine Focus: Near versus Far Transfer
      • Encourage Self-Management
      • Encourage Manager Support for Training
      • Peer Support
      • Opportunity to Use Learned Capabilities
      • Technological Support
    • Content Curation: Keeping Training Content Up-to-Date, Organized, and Accessible
    • How to Choose a Vendor or Consultant for Training Services
    • Using Knowledge Management for Learning and Transfer of Training
      • Keys for Effective Knowledge Management
    • Summary
    • Key Terms
    • Discussion Questions
    • Application Assignments
    • Case: Designing Effective Sales Training at Harrison Pharmaceuticals
    • Endnotes
  • Chapter Six Training Evaluation
    • Introduction
    • Reasons for Evaluating Training
      • Formative Evaluation
      • Summative Evaluation
    • Overview of the Evaluation Process
    • Outcomes Used in the Evaluation of Training Programs
      • Reaction Outcomes
      • Learning or Cognitive Outcomes
      • Behavior and Skill-Based Outcomes
      • Affective Outcomes
      • Results
      • Return on Investment
    • Determining Whether Outcomes Are Appropriate
      • Relevance
      • Reliability
      • Discrimination
      • Practicality
    • Evaluation Practices
      • Which Training Outcomes Should Be Collected?
    • Evaluation Designs
      • Threats to Validity: Alternative Explanations for Evaluation Results
      • Types of Evaluation Designs
      • Considerations in Choosing an Evaluation Design
    • Determining Return on Investment
      • Determining Costs
      • Determining Benefits
      • Example of a Cost-Benefit Analysis
      • Other Methods for Cost-Benefit Analysis
      • Practical Considerations in Determining ROI
      • Success Cases and Return on Expectations
    • Measuring Human Capital and Training Activity
      • Big Data and Workforce Analytics
    • Summary
    • Key Terms
    • Discussion Questions
    • Application Assignments
    • Case: Training Relationship Managers at KCB Group
    • Endnotes
    • Case 2: Learning in Practice: Learning Online at PepsiCo
• PART THREE TRAINING AND DEVELOPMENT METHODS
  • Chapter Seven Traditional Training Methods
    • Introduction
    • Presentation Methods
      • Lecture
      • Audiovisual Techniques
    • Hands-on Methods
      • On-the-Job Training
      • Apprenticeship
      • Simulations
      • Case Studies
      • Business Games
      • Role Plays
      • Behavior Modeling
    • Group Building Methods
      • Adventure Learning
      • Team Training
      • Action Learning
    • Choosing a Training Method
    • Summary
    • Key Terms
    • Discussion Questions
    • Application Assignments
    • Case: Developing Leadership at Farm Bureau Financial Services
    • Endnotes
  • Chapter Eight Technology-Based Training Methods
    • Introduction
    • Technology’s Influence on Training and Learning
      • Technology Facilitates Collaboration
      • Technology Creates a Dynamic Learning Environment
      • Technology Gives Learners Control
    • Computer-Based Training, Online Learning, Web-Based Training, and E-Learning
      • Potential Features of Online Learning
      • Advantages of Online Learning
      • Effectiveness of Online Learning
    • Developing Effective Online Learning
      • Needs Assessment
      • Creating a Positive Online Learning Experience
      • Learner Control
      • Provide Time and Space for Online Learning
      • Technology for Collaboration and Linking
      • Massive Open Online Courses
    • Social Media: Wikis, Blogs, Microblogs, and Social Networks
    • Blended Learning
    • Simulations and Games
    • Augmented Reality
    • Mobile Technology and Learning
    • Adaptive Training
    • Distance Learning
    • Technologies for Training Support: Artificial Intelligence, Expert Systems, and Performance Support
      • Artificial Intelligence
      • Electronic Performance Support Systems
    • Learning Management Systems: Systems for Training Delivery, Support, and Administration
    • Choosing New Technology Training Methods
    • Summary
    • Key Terms
    • Discussion Questions
    • Application Assignments
    • Case: Training Customer Service Team Members at Valvoline Instant Oil Change
    • Endnotes
  • Chapter Nine Employee Development and Career Management
    • Introduction
    • The Relationship Among Development, Training, and Careers
      • Development and Training
      • Development and Careers
    • Development Planning Systems
      • Self-Assessment
      • Reality Check
      • Goal Setting
      • Action Planning
      • Examples of Career Development Systems
    • Approaches to Employee Development
      • Formal Education
      • Assessment
      • Job Experiences
      • Interpersonal Relationships
      • Special Topics in Employee Development: Succession Planning, Developing Dysfunctional Managers, and Onboarding
    • Summary
    • Key Terms
    • Discussion Questions
    • Application Assignments
    • Case: Mentoring at Roscoe Property Management (RPM)
    • Endnotes
    • Case 3: Learning in Practice: Building a Workforce at Huntington Ingalls Industries
• PART FOUR SOCIAL RESPONSIBILITY AND THE FUTURE
  • Chapter Ten Social Responsibility: Legal Issues, Managing Diversity, and Career Challenges
    • Introduction
      • Training Partnerships
      • Joint Union-Management Programs
    • Legal Issues and Managing a Diverse Workforce at Home and Abroad
      • Legal Issues
      • Managing Workforce Diversity and Ensuring Equity and Inclusion
      • Melting the Glass Ceiling
    • Cross-Cultural Preparation
      • Steps in Cross-Cultural Preparation
    • Career Challenges Facing the Workforce
      • Work-Life Balance
    • Career Paths and Dual Career Paths
      • Dual Career Path
    • Career Recycling
      • Job Hopping
    • Coping with Career Breaks
    • Coping with Job Loss
    • Meeting the Needs of Older Workers
      • Preretirement Socialization
      • Retirement
      • Early Retirement Programs
    • Summary
    • Key Terms
    • Discussion Questions
    • Application Assignments
    • Case: Black Professionals at Coca-Cola
    • Endnotes
  • Chapter Eleven The Future of Training and Development
    • Introduction
      • Automatization of Work
    • Greater Need for Digital Literacy and Closing the Skills Gap
    • Increased Use of New Technologies for Training Delivery and Instruction
    • Breakthroughs in Neuroscience About Learning
    • Faster Training Design Using Key Stakeholders
    • Increased Use of Just-In-Time Learning and Performance Support
    • Increased Emphasis on Using Big Data to Show How Learning Helps the Business
    • Implications of Future Trends for Trainers’ Skills and Competencies
    • Summary
    • Key Terms
    • Discussion Questions
    • Application Assignments
    • Case: Robots Make the Choice Cuts at Tyson Foods
    • Endnotes
    • Case 4: Learning in Practice: Eastern Bankshares Diversity Efforts
• Glossary
• Name Index
• Company Index
• Subject Index

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