This book differs from others on the same topic in a number of ways. For example we:
- Demonstrate how human resource development fits into the
strategic planning process.
- Show the important relationships between organizational
development practitioners and trainers.
- Provide an overarching model of the training process, with a
more detailed model of each phase of the process, making it
easy to see how each phase connects and contributes to
achieving training objectives.
- Include a small business perspective to training and its
implementation.
- Provide a step-by-step process for developing learning
objectives with many examples of good and bad objectives.
- Integrate learning and design theory into the creation of
training programs so the reader can see how these theories
help in the design into the design of training.
- Incorporate a micro and macro theory of design into the
design of effective training.
- The Fabrics Inc. case demonstrates the step-by-step process
of developing an actual training package through each of the
training process stages from needs analysis through
evaluation.
- Provide numerous examples of actual training situations to
highlight important aspects of each training process.
- Use a contingency approach for each training process, rather
than a “one best way” identifying alternative approaches and
their associated strengths and limitations.
- Provide a comprehensive case in Chapter 2 that is applicable
throughout the text and is often referred to in the remaining
chapters.
Chapter 1 Training in Organizations
Chapter 2 Business Strategy and HRD
Chapter 3 Learning Motivation and Performance
Chapter 4 Needs Analysis
Chapter 5 Training Design
Chapter 6 Traditional Training Methods
Chapter 7 Computer-Based Training Methods
Chapter 8 Development and Implementation of training
Chapter 9 Evaluation of Training
Chapter 10 Key Areas of Organizational Training
Chapter 11 Management Development