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Armstrong's Handbook of Learning and Development: A Guide to the Theory and Practice of L&D [Kietas viršelis]

  • Formatas: Hardback, 344 pages, aukštis x plotis x storis: 250x176x28 mm, weight: 885 g
  • Išleidimo metai: 03-Nov-2021
  • Leidėjas: Kogan Page Ltd
  • ISBN-10: 139860190X
  • ISBN-13: 9781398601901
Kitos knygos pagal šią temą:
Armstrong's Handbook of Learning and Development: A Guide to the Theory and Practice of L&DDidesnis paveikslėlis
  • Formatas: Hardback, 344 pages, aukštis x plotis x storis: 250x176x28 mm, weight: 885 g
  • Išleidimo metai: 03-Nov-2021
  • Leidėjas: Kogan Page Ltd
  • ISBN-10: 139860190X
  • ISBN-13: 9781398601901
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9781398601901.html
Raktažodžiai:
"This brand-new book from HRM expert and bestselling author, Michael Armstrong, is an ideal companion for those studying learning and development (L&D) at third year undergraduate and postgraduate level as well as practitioners in L&D roles in the workplace. Armstrong's Handbook of Learning and Development provides an essential grounding in L&D theory including the components of L&D, the distinction between L&D and training, the relationship of L&D to human resources and knowledge management as well as coverage of the role of an L&D practitioner. In addition, this book covers emerging areas of learning such as digital, social and workplace learning as well as some of the latest developments including micro, connected and personalized learning as well as earning experiences. There is also coverage of how to use AI, gamification and curation to support learning and how to host both online and offline learning events. Supported by case studies and examples to put the theory in context, reflective exercises to consolidate learning and further reading suggestions to broaden knowledge and engagement with the topic, Armstrong's Handbook of Learning and Development is crucial reading for academic success. The final part of the book includes additional aspects ofL&D including apprenticeships, leadership development and personal and interpersonal skills development. Online resources include lecture slides for every chapter, a lecturer manual and student manual"--

Gain a complete understanding of the theory and practice of L&D for students and practitioners alike covering the fundamentals of learning and development, new developments, learning cultures and strategic L&D.

This brand-new book from HRM expert and bestselling author, Michael Armstrong, is an ideal companion for those studying learning and development (L&D) at third year undergraduate and postgraduate level as well as practitioners in L&D roles in the workplace.

Armstrong's Handbook of Learning and Development provides an essential grounding in L&D theory including the components of L&D, the distinction between L&D and training, the relationship of L&D to human resources and knowledge management as well as coverage of the role of an L&D practitioner. In addition, this book covers emerging areas of learning such as digital, social and workplace learning as well as some of the latest developments including micro, connected and personalized learning as well as earning experiences. There is also coverage of how to use AI, gamification and curation to support learning and how to host both online and offline learning events.

Supported by case studies and examples to put the theory in context, reflective exercises to consolidate learning and further reading suggestions to broaden knowledge and engagement with the topic, Armstrong's Handbook of Learning and Development is crucial reading for academic success. The final part of the book includes additional aspects of L&D including apprenticeships, leadership development and personal and interpersonal skills development. Online resources include lecture slides for every chapter, a lecturer manual and student manual.

Recenzijos

"This book is both thought-provoking and academically astute; it explores various emerging areas within learning and development concisely and clearly. Armstrong is able to bring theory to life, helping readers to develop their own understanding of critical HR practice." * Rebecca Huws, Human Resources Lecture/ CIPD Programme Lead, Cardiff and Vale College * "Armstrong's Handbook of Learning and Development offers an excellent overview of topics related to learning, knowledge and skills formation in the context of organizational behaviour. A valuable resource for management students and practitioners." * Giorgos Gouzoulis, Assistant Professor in HRM & Future of Work, University of Bristol, School of Management * "This new book on Learning and Development is ideal for my module on this topic. I am delighted to see that Armstrong's book includes a whole chapter on Individual learning, including self-directed and lifelong learning. I particularly liked the link of chapters to each other, and their relevance to current organizational learning and practices. This is a great book, useful, relevant, topical and well written. I will certainly add it to my reading list." * Dr Angela Mansi, Senior Lecturer MAHRM Westminster Business School, University of Westminster *

Introduction 1(4)
Part One Fundamentals of learning and development 5(102)
1 The basis of learning and development
7(21)
Introduction
7(1)
Learning and development defined
7(2)
Learning and development: A brief history
9(1)
The elements of learning and development
10(1)
The components of learning and development
10(2)
Relationships between L&D and other people management activities
12(9)
The ethical dimension
21(1)
The state of L&D
22(4)
Bibliography
26(2)
2 The context of learning and development
28(8)
Introduction
28(1)
Stakeholders
28(1)
The internal environment
29(1)
The external environment
29(1)
What's happening to work?
30(1)
Impact of emerging technologies
31(1)
Skills
32(1)
Government support and interventions
33(2)
References
35(1)
3 Learning culture
36(7)
Introduction
36(1)
Characteristics of a learning culture
36(2)
Impact of a learning culture
38(1)
Developing a learning culture
38(3)
References
41(2)
4 Organizational learning and the learning organization
43(12)
Introduction
43(1)
Organizational learning
43(5)
The learning organization
48(3)
Comparison of the organizational learning and learning organization concepts
51(2)
References
53(2)
5 Individual learning
55(10)
Introduction
55(1)
The characteristics of individual learning
55(1)
Self-directed learning
56(3)
Self-directed learning and the L&D function
59(1)
Personal development planning
60(1)
Learning to learn
61(1)
Lifelong learning
62(1)
Continuing professional development
62(2)
References
64(1)
6 Learning and development strategy
65(18)
Introduction
65(1)
Strategic learning and development
65(1)
Learning and development strategy
66(1)
The nature of L&D strategy
67(4)
Formulating L&D strategy
71(5)
Setting out the L&D strategy
76(1)
Implementing L&D strategy
77(4)
Bibliography
81(2)
7 The contribution of learning and development to organizational performance
83(15)
Introduction
83(1)
The learning impact
84(1)
How L&D impacts on performance
85(2)
Evidence from research on the link
87(2)
Measuring the L&D contribution
89(6)
Bibliography
95(3)
8 Learning analytics
98(9)
Introduction
98(1)
The role and purpose of learning analytics
98(1)
How learning analytics works
99(1)
Levels of learning analytics
100(3)
Benchmarking
103(1)
The scope of learning analytics
103(2)
References
105(2)
Part Two The responsibility for learning and development 107(20)
9 The role of the learning and development function
109(12)
Introduction
109(1)
The L&D function: activities and purpose
109(2)
Organization of the L&D function
111(1)
Evaluation of the function
112(1)
The role of the L&D professional
112(5)
The demands of the role
117(3)
References
120(1)
10 The role of the line manager
121(6)
Introduction
121(1)
The vital role of line managers in L&D
122(2)
Supporting line managers
124(1)
References
125(2)
Part Three The process of learning 127(56)
11 The nature of learning
129(17)
Introduction
129(1)
The basis of learning
129(2)
What makes people want to learn?
131(2)
How people learn
133(6)
Lessons from neuroscience
139(3)
Practical implications of learning theory
142(2)
References
144(2)
12 Approaches to learning and development
146(13)
Introduction
146(1)
Formal and informal learning
147(2)
Learning in-the-flow of work
149(2)
Blended learning
151(1)
Continuous learning
152(1)
Connected learning
152(1)
Micro-learning
153(1)
Adaptive learning
153(1)
Agile learning
153(1)
Reflective practice
154(1)
Learning and development through performance management
155(1)
Policy and practice implications
156(2)
References
158(1)
13 Learning and development techniques
159(24)
Introduction
159(1)
Role analysis
159(4)
Competency analysis
163(1)
Skills analysis
164(2)
Job instruction
166(2)
Behaviour modelling
168(1)
Coaching
169(1)
Mentoring
170(1)
Facilitating
170(1)
Providing feedback
171(1)
Learning event techniques
172(6)
Content creation
178(1)
Content curation
179(3)
References
182(1)
Part Four Areas of learning 183(46)
14 Workplace learning
185(9)
Introduction
185(1)
The nature of workplace learning
185(2)
Approaches to workplace learning
187(3)
Making workplace learning effective
190(3)
References
193(1)
15 Social learning
194(7)
Introduction
194(1)
The nature of social learning
194(2)
Social learning theory
196(1)
What can be done to encourage social learning
196(4)
References
200(1)
16 Digital learning
201(17)
Introduction
201(1)
The nature of digital learning
201(2)
E-learning
203(3)
Learning platforms
206(4)
Virtual learning environment
210(1)
Smartphones and learning apps
211(1)
Social media
212(1)
Enterprise social networks
213(1)
Web searches
213(1)
Virtual and augmented reality
214(1)
Artificial intelligence (AI)
214(1)
Online courses
215(1)
References
216(2)
17 Training
218(11)
Introduction
218(1)
Approaches to training
219(1)
Learning areas covered by training
220(1)
The justification for training
220(1)
Requirements for effective training
221(2)
Planning and delivering formal training
223(4)
References
227(2)
Part Five Planning and delivering learning events 229(52)
18 Identifying learning needs
231(10)
Introduction
231(1)
Learning needs
231(1)
The process of identifying learning needs
232(6)
Diagnosis
238(1)
Action planning
238(2)
Bibliography
240(1)
19 Planning learning events
241(10)
Introduction
241(1)
Initial considerations
242(1)
Criteria for a successful learning event
243(1)
Learning objectives
243(1)
Deciding who runs the learning event
244(1)
Creating content for face-to-face learning events
244(1)
Instructional design
245(2)
Programming the event
247(1)
Selecting and briefing trainers and speakers
248(1)
Planning facilities
249(1)
Nominations
249(1)
Bibliography
250(1)
20 Managing learning events
251(6)
Introduction
251(1)
Effective learning events
251(1)
Setting up the event
252(1)
Starting the event
253(1)
Running the event
254(1)
Closing the event
254(2)
References
256(1)
21 Transferring learning
257(11)
Introduction
257(1)
The nature of the learning transfer process
257(1)
The transfer problem
258(1)
Factors affecting learning transfer
258(2)
Analysing the transfer problem
260(1)
What can be done about the transfer problem?
261(2)
A learning transfer model
263(1)
Another solution
264(2)
References
266(2)
22 Evaluating learning events
268(13)
Introduction
268(1)
The nature of the evaluation of learning events
268(1)
Methods of evaluation
269(5)
Use of evaluation
274(2)
Conducting learning evaluations
276(2)
Bibliography
278(3)
Part Six Aspects of learning and development 281(32)
23 Leadership and management development
283(18)
Introduction
283(1)
The basis of leadership and management development
283(1)
The nature of leadership and management
284(2)
Leadership and management development compared
286(1)
Leadership development
286(4)
Management development
290(1)
Formal approaches to management development
291(1)
Semi-formal approaches to management development
292(3)
Informal approaches to management development
295(1)
The role of the organization
296(1)
The role of the individual
297(1)
The role of learning and development professionals
298(1)
References
299(2)
24 Sales training
301(5)
Introduction
301(1)
The content of sales training
301(2)
Methods of sales training
303(2)
Reference
305(1)
25 Apprenticeships
306(7)
Introduction
306(1)
Apprenticeships defined
306(1)
How apprenticeships function
307(3)
Reform of the apprenticeship system
310(1)
References
311(2)
Part Seven Conclusion 313(5)
26 Learning and development trends and issues
315(3)
Trends
315(1)
Issues
316(1)
References
317(1)
Author index 318(3)
Subject index 321
Michael Armstrong is the UK's bestselling author of HRM books. With over a million copies sold, his books have been translated into 21 languages. Based in London, he is managing partner of e-reward and was previously a chief examiner of the Chartered Institute of Personnel and Development (CIPD). He is the author of a number of other books on HR published by Kogan Page including Armstrong's Handbook of Performance Management and Armstrong's Handbook of Strategic Human Resource Management.