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Learning and Development Effectiveness in Organisations: An Integrated Systems-Informed Model of Effectiveness 2020 ed. [Kietas viršelis]

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  • Formatas: Hardback, 178 pages, aukštis x plotis: 210x148 mm, weight: 454 g, 2 Illustrations, color; 1 Illustrations, black and white; XIX, 178 p. 3 illus., 2 illus. in color., 1 Hardback
  • Išleidimo metai: 30-Jul-2020
  • Leidėjas: Springer Nature Switzerland AG
  • ISBN-10: 3030488993
  • ISBN-13: 9783030488994
Kitos knygos pagal šią temą:
Learning and Development Effectiveness in Organisations: An Integrated Systems-Informed Model of Effectiveness 2020 ed.Didesnis paveikslėlis
  • Formatas: Hardback, 178 pages, aukštis x plotis: 210x148 mm, weight: 454 g, 2 Illustrations, color; 1 Illustrations, black and white; XIX, 178 p. 3 illus., 2 illus. in color., 1 Hardback
  • Išleidimo metai: 30-Jul-2020
  • Leidėjas: Springer Nature Switzerland AG
  • ISBN-10: 3030488993
  • ISBN-13: 9783030488994
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9783030488994.html
Raktažodžiai:

This book offers an integrated and contextualised framework for learning and development (L&D) effectiveness that addresses both the nature of L&D and its antecedents and outcomes in organisations. Scholars and practitioners alike have recognised the important role that L&D plays in organisations, where the development of human capital is an essential component of individual employability, career advancement, organisational performance, and competitive advantage.

The development of employees’ knowledge, skills, and attitudes constitutes one of the most important HR challenges that organisations face. The evidence indicates that organisations continue to invest in L&D programmes as part of their HR strategy. In addition, there has been an enormous growth in research on L&D in organisations; however, there is some ambiguity concerning the effectiveness of these activities and it largely remains unclear how they can be best implemented. This book seeks to address this gap in the literature. The authors propose a framework for L&D effectiveness based on key findings from reviews, empirical research, and meta-analyses, as well as previously established theoretical frameworks within the field. Combining theory and practice, the new framework this book offers provides key guidance for L&D practitioners and researches interested in the area.

1 Introduction
1(6)
References
5(2)
2 Definitions and the Evolution of Learning and Development Research and Practice
7(16)
2.1 Introduction
7(1)
2.2 Definitions of Key L&D Concepts
8(5)
2.2.1 Learning
9(1)
2.2.2 Training
9(1)
2.2.3 Development and Education
10(2)
2.2.4 Human Resource Development (HRD) and Workplace Learning
12(1)
2.3 The Early Industry Origins of Training in Organisations and Initial Research Efforts
13(1)
2.4 The Emergence of the Classroom and Structured on-the-job Training in Organisations
14(1)
2.5 E-Learning, Digitisation and a Focus on Context in Understanding the Effectiveness of Learning and Development in Organisations
15(1)
2.6 The Emergence of Business Partnering Approaches, Blended and Social Learning
16(3)
2.7 Summary
19(1)
References
19(4)
3 Theoretical Perspectives and Context of Learning and Development Effectiveness in Organisations
23(26)
3.1 Introduction
24(1)
3.2 Theoretical Perspectives on Learning and Development
24(3)
3.2.1 The Universalistic Approach to Learning and Development
24(1)
3.2.2 Contingency Approach to L&D
25(1)
3.2.3 Configurational Approach to L&D
26(1)
3.2.4 Architectural Approach to L&D
26(1)
3.3 Theories Used to Explain the Link Between L&D, Individual and Organisational Performance
27(6)
3.3.1 Human Capital Theory
27(2)
3.3.2 The Resource-Based View and Learning & Development
29(1)
3.3.3 The Behavioural Approach
30(1)
3.3.4 Ability-Motivation-Opportunity Theory
31(1)
3.3.5 Attribution Theory and L&D
32(1)
3.3.6 Social Exchange Theory
33(1)
3.4 The Changing Context of Learning and Development Effectiveness
33(9)
3.4.1 Organisational Strategy
34(1)
3.4.2 Organisation Structure
34(2)
3.4.3 Organisation Cultures, Climate and Mind-Set
36(1)
3.4.4 The Changing Nature of Careers
37(1)
3.4.5 Changing Nature of Jobs and Work Design
38(1)
3.4.6 The Changing Nature of Employee Contracting
39(1)
3.4.7 The Emergence of Talent Management
40(1)
3.4.8 Personal Initiative and L&D
41(1)
3.5 Summary
42(1)
References
43(6)
4 A Model of Learning and Development Effectiveness in Organisations
49(50)
4.1 Introduction
50(1)
4.2 Learning and Development Inputs
50(9)
4.2.1 Environmental Inputs to L&D
50(5)
4.2.2 Organisational Inputs to L&D
55(4)
4.3 Individual Inputs to Learning and Development
59(4)
4.3.1 Trainee Level of Knowledge and Cognitive Ability, Dispositions and Values
59(1)
4.3.2 Trainee Motivation and Self-efficacy, Instrumentality and Goals
60(2)
4.3.3 Trainee Level Within Organisation
62(1)
4.3.4 Trainee Affective States and Behavioural Characteristics
62(1)
4.4 Training Design Inputs
63(3)
4.4.1 Organisation Training Needs Analysis Process
63(1)
4.4.2 Training Attendance Policy
64(1)
4.4.3 Training Design Characteristics
64(2)
4.4.4 Trainer Instructor Characteristics
66(1)
4.5 Individual and Organisational Related Reactions to Training
66(4)
4.5.1 Learner Reactions to Training
67(2)
4.5.2 Organisation-Level Reactions to the Training
69(1)
4.6 Learning Outcomes from Training
70(2)
4.6.1 Individual-Level Learning Outcomes
70(1)
4.6.2 Organisational-Level Learning Outcomes
71(1)
4.7 Learning Transfer---Organisational and Individual Levels
72(3)
4.7.1 Trainee Transfer
73(1)
4.7.2 Organisation-Level Transfer
74(1)
4.8 Firm-Level Human Resource Outcomes
75(2)
4.9 Emergence Enablers
77(1)
4.10 Operational Firm-Level Outcomes
78(1)
4.11 Financial Performance Outcomes
79(1)
4.12 Summary
80(1)
References
81(18)
5 The Current State of Research on Training Effectiveness
99(54)
5.1 Introduction
100(1)
5.2 What Do We Know About the Effectiveness of Each Component of Our Integrated Model?
100(3)
5.3 What Emphasis Has Been Given to Different Components of Our Model?
103(15)
5.4 How Should Organisations Approach the Design, Delivery and Implementation of Training to Maximise Training Effectiveness?
118(20)
References
138(15)
6 Suggestions for Research and Practice
153(22)
6.1 Introduction
153(1)
6.2 Recommendations on the Content of Empirical Training Effectiveness Research
154(11)
6.2.1 Linking Individual-Level Learning Outcomes to Organisational Performance
154(9)
6.2.2 The Role of Emergence Enablers
163(1)
6.2.3 Mediating Mechanisms and Boundary Conditions
164(1)
6.3 Recommendations for Research Design
165(2)
6.3.1 Using More Rigorous Research Designs and Capturing Context
165(1)
6.3.2 Gathering Data from Multiple Stakeholders or Organisational Actors
166(1)
6.3.3 Addressing Causality and Reverse Causality
166(1)
6.4 Implications for Practice
167(3)
6.5 Conclusions
170(1)
References
171(4)
Index 175
Thomas N. Garavan is Research and Visiting Professor, National College of Ireland, Dublin, and is a Leading Researcher worldwide in learning and development, HRD, leadership development and workplace learning. He graduated from the University of Limerick, Ireland, with a Bachelor of Business Studies and completed a Doctorate of Education at the University of Bristol. He is Editor of the European Journal of Training and Development and Associate Editor of Personnel Review.  He is a member of the Editorial Board of Human Resource Management Journal, Human Resource Development Quarterly, Human Resource Development Review, Advances in Developing Human Resources and Human Resource Development International. He is the recipient of the Academy of Human Resource Development, Outstanding HRD Scholar Award 2013. His research interests include CSR and transformational leadership, cross-cultural dimensions of diversity training, tacit knowledge in manufacturing, international human resource management standards and human resource management.





 





Fergal OBrien is Assistant Dean Graduate & Professional Studies at the University of Limerick and Senior Lecturer in Finance at the Kemmy Business School.  He holds a Ph.D. in Finance from Lancaster University.  Dr. OBrien is currently working on a number of research projects including the role of tacit knowledge in organisations and risk management strategies in agriculture.  He has been recognised for his teaching by being awarded the Jennifer Burke Award for Innovation in Teaching and Learning as part of the University of Limerick team.  Dr. OBrien is a board member of the World Sports Team.





 





James Duggan is a Ph.D. Scholar at the Cork University Business School, University College Cork, Ireland. With a background in new media and technology, James research examines the changing nature of HRM and employment relations in the future workplace. In particular, with a background in new media and technology, his research focuses on algorithmic management practices and the fragmented nature of working relationships in app-based work in the global gig economy. James Ph.D. research is funded by the Irish Research Council, having been awarded the prestigious Government of Ireland Postgraduate Scholarship to complete his studies.





 





Claire Gubbins is Senior Lecturer of Organisational Behaviour & HRM at DCU, Director of DCUs Executive MBA Programme, Associate Editor for Human Resource Development Quarterly (an SSCI listed journal) and Deputy Director of LINK Research Institute (Knowledge and Learning). Claire was also a Fulbright Scholar at Carnegie Mellon University USA, Senior Research Fellow on the Irish Centre for Manufacturing Research (ICMR) project on Tacit Knowledge Management, Learning and Systems, and a Senior Research Fellow at the Enterprise Research Centre with the University of Limerick.  She received the DCU Presidents award for Excellence in Teaching (Assessment & feedback) in 2013.





 





Yanqung Lai is a Senior Lecturer in HRM/HRD at Manchester Metropolitan Business School.  Previously, she was a Research Assistant in Leadership/HRM in Edinburgh Napier Business School. She received her Ph.D. in Business Management from Kingston University London in 2016, M.Sc. in Accounting and Finance from the University of Manchester (20092010) and B.A. (Hons.) in International Business Management from the University of Nottingham (20052009). Her primary research interests include strategic human resource management, subjective employee well-being, and strategy and growth in entrepreneurial SMEs. Her work has been published in top-tier business and management journals, including the Journal of Business Venturing, International Small Business Management and Human Resource Management Review.





 





Ronan Carbery is Co-Director of the Human Resource Research Centre in UCC and lectures and researches in a variety of Human Resource Management and Human Resource Development subjects in the School of Management and Marketing. His research interests include learning and development, career development and talent management. Ronan worked at the University of Limerick from 2007 to 2014 and was awarded the Teaching Excellence award there in 2013. He is an External Examiner at Coventry University, Ulster University, Waterford Institute of Technology and London South Bank University. Ronan has co-edited a number of leading international texts and is Co-Editor of the European Journal of Training and Development.





 





Sinead Heneghan has worked in senior roles with the Irish Institute of Training & Development for over 18 years. In her capacity of CEO, she leads the team to develop a high value member offer and the strategic alliance of the IITD with all stakeholders. Sinead has vast experience with Individuals, Corporates, Further and Higher Education Providers and State Agencies and has represented the industry in an influencing and advocacy role for many years. She has an M.Sc. in Leadership & Change Management, a B.A. in Local and Community Development and a Certificate in Training & Development.  She served as a board member of IFTDO (International Federation of Training & Development Organisations) which represents more than 500,000 learning and development professionals in over 30 countries.  Sinead volunteers with the Kildare Branch of Down Syndrome Ireland where she manages a specialist Speech & Language Therapy Service for 70 people with Down Syndrome.





 





Ronnie Lannon has extensive teaching experience at undergraduate and postgraduate levels. He completed a research degree in the strategic management of new technology in the banking sector and subsequently worked in a strategic planning capacity in local government before returning to teach strategic management at Edinburgh Napier University Business School. Ronnie has undertaken a range of programme leadership and teaching and learning activities within The Business School. He has extensive admissions and student recruitment experience having developed articulation arrangements for both international and domestic advanced entry students. He was recently confirmed as the Business School Academic Lead for Quality Enhancement. He has also undertaken a range of Examiner roles and is currently an External Examiner for the Bachelor of Business Administration (Honours) programme at Tunku Abdul Rahman University College, Malaysia.





 





Maura Sheehan is Professor of International Management, specialising in HRM, HRD and organisational performance. Mauras work appears in journals such as British Journal of Industrial Relations; Cambridge Journal of Economics; Industrial and Corporate Change; International Journal of Human Resource Management; International Small Business Journal; Personnel Psychology.  Before coming to Edinburgh Napier, Maura was Professor at the National University of Ireland (NUI) Galway. Previous to this, she was a Reader at the University of Brighton and an Associate Professor at the Graduate School of Management, University of Dallas. Maura has a B.Sc. in Economics from New York University and a Ph.D. in Economics from the University of Notre Dame, USA.





 





Kirsten Grant is Associate Professor (Work and Employment) and Deputy Head of Research in the Business School at Edinburgh Napier University. Kirsteen draws on complementary backgrounds in academia and organisational practice. Her research interests centre around: professional, responsible and precarious work; future of work; younger workers; organisational leadership; talent management; workplace skills utilisation. Kirsteen co-convenes the Work and Equalities in Society research group within the university, and sheis Editor of the Journal of Management Development (Emerald). Kirsteen is a Chartered Fellow of the CIPD, Senior Fellow of the HEA and Certified Management and Business Educator (CMBE).