Human Resource and Organisation Development

✍ Scribed by Dr Ashish Malik

• Publisher: Pearson
• Year: 2018
• Tongue: English
• Leaves: 556
• Series: Custom Edition: The University of Newcastle
• Edition: 4
• Category: Library

✦ Synopsis

This custom book has been compiled for The University of Newcastle.

✦ Table of Contents

HUMAN RESOURCE AND ORGANISATION DEVELOPMENT, 4TH EDITION
Title Page
Copyright
TABLE OF CONTENTS
ABOUT THIS CUSTOM BOOK
1 Understanding HRD and OD
Organization Development and Reinventing the Organization
LEARNING OBJECTIVES
CHANGE IS THE CHALLENGE FOR ORGANIZATIONS
WHAT IS ORGANIZATION DEVELOPMENT?
The Characteristics of Organization Development
Why Organization Development?
The Emergence of OD
THE ONLY CONSTANT IS CHANGE
THE EVOLUTION OF ORGANIZATION DEVELOPMENT
NTL Laboratory-Training Methods
Survey Research and Feedback
The Extent of OD Applications
WHO DOES ORGANIZATION DEVELOPMENT?
THE ORGANIZATION CULTURE
THE SOCIALIZATION PROCESS
Expectations of New Employees
Encountering the Organization’s Culture
Adjusting to the Culture and Norms
Receiving Feedback
PSYCHOLOGICAL CONTRACTS
A MODEL FOR ORGANIZATIONAL DEVELOPMENT
Stage 1: Anticipate a Need for Change
Stage 2: Develop the Practitioner–Client Relationship
Stage 3: The Diagnostic Process
Stage 4: Action Plans, Strategies, and Techniques
Stage 5: Self-Renewal, Monitor, and Stabilize
Continuous Improvement
Summary
Review Questions
Key Words and Concepts
OD Skills Simulation 1: Auditioning for the Saturday Night Live Guest Host Spot
OD Skills Simulation 2: The Psychological Contract
Case Analysis Guidelines
CASE: TGIF
Endnotes
NOTES
2 Theoretical Foundations of HRD and OD
One: Training in Organizations
Learning Objectives
CASE: TAKING CHARGE AT DOMTAR: WHAT IT TAKES FOR A TURNAROUND
OVERVIEW OF TRAINING
Training System and Processes
1-1 Training in Action: Team Building Sizzles, Then Fizzles
TRENDS IN TRAINING
Aligning Training with Business Strategy
Advances in Technology
Managing Talent Due to Changing Demographics
Quality and Continuous Improvement
1-2 Training in Action: FIELD Partners with Growers
Legal Issues
CAREER OPPORTUNITIES IN TRAINING
IMPORTANT CONCEPTS AND MEANINGS
Learning
Knowledge, Skills, and Attitudes
Competencies
1-3 Training in Action: Training Needs in the Student Registration Office
Training, Development, and Education
FOCUS ON SMALL BUSINESS
Summary
Key Terms
Case Questions
Exercises
Questions for Review
Web Research
Two: Aligning Training with Strategy
Learning Objectives
CASE: HERSHEY ALIGNS TRAINING WITH STRATEGY
OVERVIEW
STRATEGIC PLANNING
Organizational Mission
Strategic Choices
Internal Alignment with Strategy
Aligning HR and HRD with Strategy
2-1 Training in Action: Back from the Brink
OD, STRATEGY, AND TRAINING
OD and Strategy
2-2 Training in Action: Self-Managed Work Groups at an Automotive Parts Plant
Training and OD
PUTTING IT ALL TOGETHER
HRDs Relationship with Other HR Functions
Developing an HRD Strategy
FOCUS ON SMALL BUSINESS
2-3 Training in Action: Stories Along the Road to ISO
Summary
NOTES
3 Adult Learning
CHAPTER 2: PLAN EFFECTIVE LEARNING
LEARNING OUTCOMES
INTRODUCTION
CHARACTERISTICS OF LEARNING
Permanency
Experience
Situations
Continuous learning
A definition of learning
CONTEMPORARY LEARNING THEORY
Disciplines contributing to contemporary learning theory
The behaviourist perspective
The cognitive perspective
The humanist perspective
Using theories of learning
ATTRIBUTES OF EXPERTISE
Developing conceptual knowledge through specific instructional strategies
DOMAINS OF LEARNING
Cognitive domain
Affective domain
Psychomotor domain
ADULT LEARNING
Different characteristics
Pedagogy
Characteristics of adult learning
The importance of experience
Adult learning requirements
Implications for practice
CONCLUSION
CHAPTER SUMMARY
DISCUSSION QUESTIONS
CASE STUDY: SHOPPING HOUSE DEPARTMENT STORES
CASE STUDY: UREKA ENTERPRISES (CONTINUED)
REFERENCES
NOTES
4 OD Process Skills
Process Intervention Skills
LEARNING OBJECTIVES
A NEW PARADIGM
PROCESS INTERVENTIONS
GROUP PROCESS
Communications
Member Roles and Functions
Problem Solving and Decision Making
Group Norms and Growth
Leadership and Authority
TYPES OF PROCESS INTERVENTIONS
Clarifying and Summarizing
Synthesizing and Generalizing
Probing and Questioning
Listening
Reflecting Feelings
Providing Support, Coaching, and Counseling
Modeling
Setting the Agenda
Feeding Back Observations
Structural Suggestions
RESULTS OF PROCESS INTERVENTIONS
Summary
Review Questions
Key Words and Concepts
Od Skills Simulation 1: Apex Oil Spill
OD Skills Simulation 2: Trust Building
Od Skills Simulation 3: Process Interventions
CASE: THE OD LETTERS
Endnotes
NOTES
5 TNA
Four: Needs Analysis
Learning Objectives
CASE: DEVELOPING A TRAINING PACKAGE AT WESTCAN
WHY CONDUCT A TRAINING NEEDS ANALYSIS?
WHEN TO CONDUCT A TNA
THE TNA MODEL
WHERE TO LOOK FOR OPGs
THE FRAMEWORK FOR CONDUCTING A TNA
4-1 Training in Action: Incongruities in the Organizational Environment
Organizational Analysis
Operational Analysis
4-2 Training in Action: Changing Attitudes Toward the Team Approach
4-3 Training in Action: Development of Competencies
Person Analysis
4-4 Training in Action
Gathering Data for the TNA: Final Thoughts
OUTPUT OF TNA
Nontraining Needs
4-5 Training in Action: Training Is Not Always the Answer: So Do a TNA First
APPROACHES TO TNA
Proactive TNA
Reactive TNA
4-6 Training in Action: Where Do You Start When You Have a Performance Gap?
Reactive versus Proactive
FOCUS ON SMALL BUSINESS
4-7 Training in Action: Training: Where Is the Return?
Assistance for Small Business
TNA AND DESIGN
Connection to Training Evaluation
CASE: DEVELOPING A TRAINING PACKAGE AT WESTCAN (CONCLUSION)
Summary
Key Terms
Questions for Review
Exercises
Fabrics, Inc., Questions
Web Research
CASE ANALYSIS
Case Questions
Appendix 4.1
CRITERIA
Reliability
Validity
Development of Criteria
NOTES
6 Design of training
CHAPTER 4: DESIGN AND DEVELOP TRAINING
LEARNING OUTCOMES
INTRODUCTION
PHASES OF TRAINING DEVELOPMENT
Using the competency framework
A phased approach
ANALYSE PHASE
Analysing units of competency
DESIGN PHASE
Three outcomes of the design phase
Relationship of objectives to outcomes
Training objectives
Learning outcomes
Assessment criteria
Assessment methods and conditions
Training methods
Resources
DEVELOP PHASE
Creating training materials
CONCLUSION
CHAPTER SUMMARY
DISCUSSION QUESTIONS
CASE STUDY: CHANGE IS INESCAPABLE
CASE STUDY: UREKA ENTERPRISES (CONTINUED)
ASSIGNMENT – TRAINING PLAN
REFERENCES
NOTES
7 Delivery of Training
Six: Traditional Training Methods
Learning Objectives
OVERVIEW OF THE CHAPTER
MATCHING METHODS WITH OUTCOMES
LECTURES AND DEMONSTRATIONS
Straight Lecture/Lecturette
Lecture/Discussion Method
Demonstrations
Strengths and Limitations of Lectures and Demonstration
GAMES AND SIMULATIONS
Equipment Simulators
6-1 Training in Action: Sales Simulation
Business Games
6-2 Training in Action: Kimberly-Clark’s Training for a Product Launch
In-Basket Technique
6-3 Training in Action: Typical Instructions for an In-Basket Exercise
Case Studies
Role-play
Behavior Modeling
Strengths and Limitations of Games and Simulations
Learning Process
Exercises and Activities
ON-THE-JOB TRAINING
Job Instruction Technique (JIT)
Focus on Small Business
Apprenticeship Training
Coaching
6-4 Training in Action
Mentoring
SUMMARY OF METHODS AND WHEN TO USE THEM
AUDIOVISUAL ENHANCEMENTS TO TRAINING
Static Media
Dynamic AV Methods
6-5 Training in Action: Using Video for Training
Strengths and Limitations of AVs
Summary
Key Terms
NOTES
8 Evaluation of Training
CHAPTER 11: Assessing Learning Outcomes
CHAPTER OUTLINE
CHAPTER OBJECTIVES
UNDERSTANDING ASSESSMENT
Model of Assessment
Need for Assessment
Kirkpatrick’s Levels of Assessment
ASSESSING AFFECTIVE LEARNING: DID THEY LIKE IT?
Domains of Affective Learning
Tools for Assessing Affective Learning
ASSESSING COGNITIVE LEARNING: DID THEY LEARN IT?
Domains of Cognitive Learning
Tools for Assessing Cognitive Learning
ASSESSING BEHAVIORAL LEARNING: CAN THEY DO IT?
Domains of Behavioral Learning
Tools for Assessing Behavioral Learning
INTERPRETING ASSESSMENT INFORMATION
Analyzing Assessment Data
Using Assessment Data
Reporting Assessment Data
SUMMARY AND REVIEW
QUESTIONS FOR DISCUSSION AND REVIEW
QUESTIONS FOR APPLICATION AND ANALYSIS
ACTIVITIES FOR APPLYING PRINCIPLES AND SKILLS
NOTES
9 OD Strategies
OD Intervention Strategies
LEARNING OBJECTIVES
ORGANIZATIONAL CHANGE
BASIC STRATEGIES TO CHANGE
Structural Strategies
Technological Strategies
Behavioral Strategies
THE INTEGRATION OF CHANGE STRATEGIES
STREAM ANALYSIS
SELECTING AN OD INTERVENTION
THE MAJOR OD INTERVENTION TECHNIQUES: AN OVERVIEW
Summary
Review Questions
Key Words and Concepts
NOTES
10 Individual Level Interventions
Employee Empowerment and Interpersonal Interventions
LEARNING OBJECTIVES
EMPOWERING THE INDIVIDUAL
EMPLOYEE EMPOWERMENT
LABORATORY LEARNING
The Objectives of Laboratory Learning
The Use of Laboratory Learning in OD Programs
Results of Laboratory Learning
INTERPERSONAL STYLE: THE JOHARI WINDOW MODEL
The Public Area
The Blind Area
The Closed Area
The Unknown Area
TRANSACTIONAL ANALYSIS
Structural Analysis
Transactional Theory
Psychological Positions and Scripts
Authentic Communication and Relationships
CAREER LIFE PLANNING INTERVENTIONS
Steps in a Typical Career Life Planning Program
The Results of Career Life Planning
STRESS MANAGEMENT AND BURNOUT
Major Sources of Stress
Job Burnout
Stress Management Interventions and Coping with Stress
Wellness Programs
Relaxation Techniques
Career Life Planning
Stress Management Training
Seminars on Job Burnout
Summary
Review Questions
Key Words and Concepts
OD Skills Simulation 1: SACOG
OD Skills Simulation 2: Johari Window
NOTES
OD Skills Simulation 3: Career Life Planning
Endnotes
NOTES
11 Team Level Interventions
Team Development Interventions
LEARNING OBJECTIVES
ORGANIZING AROUND TEAMS
THE TEAM APPROACH
Interdependence
Team Building
Virtual Teams
THE NEED FOR TEAM DEVELOPMENT
Categories of Team Interaction
Operating Problems of Work Teams
COHESIVENESS AND GROUPTHINK
THE PURPOSE OF TEAM DEVELOPMENT
THE TEAM DEVELOPMENT PROCESS
Step 1: Initiating the Team Development Meeting
Step 2: Setting Objectives
Step 3: Collecting Data
Step 4: Planning the Meeting
Step 5: Conducting the Meeting
Step 6: Evaluating the Team Development Process
Results of Team Development Meetings
OUTDOOR EXPERIENTIAL LABORATORY TRAINING
The Outdoor Lab Process
Cautions When Using Outdoor Labs
Results of Outdoor Labs
ROLE ANALYSIS AND ROLE NEGOTIATION
Summary
Review Questions
Key Words and Concepts
OD Skills Simulation 1: Organization Task and Process
OD Skills Simulation 2: Team Development
OD Skills Simulation 3: Role Analysis Team Development
CASE: STEELE ENTERPRISES
Endnotes
NOTES
12 Organisational Systems Level Interventions
High-Performing Systems and the Learning Organization
LEARNING OBJECTIVES
SYSTEM-WIDE INTERVENTIONS
SURVEY RESEARCH AND FEEDBACK
The Steps in Survey Feedback
The Results of Survey Research and Feedback
THE LEARNING ORGANIZATION
Learning Organizations Are Pragmatic
Core Values and Behaviors
Characteristics of Learning Organizations
REENGINEERING: A RADICAL REDESIGN
SYSTEM 4 MANAGEMENT
HIGH-PERFORMING SYSTEMS
HPS Criteria
HPS Characteristics
THE GRID OD PROGRAM
Phase 1: Grid Seminars
Phase 2: Teamwork Development
Phase 3: Intergroup Development
Phase 4: Development of an Ideal Strategic Model
Phase 5: Implementing the Ideal Strategic Model
Phase 6: Systematic Critique
Summary
Review Questions
Key Words and Concepts
OD Skills Simulation 1: Brentwood Division
CASE: TUCKER KNOX CORPORATION
Endnotes
NOTES
13 Critical HRD and Ethics
Introduction: A critical take on a critical turn in HRD
A critical turn in HRD
Traditional HRD: purpose, approach and rationale
Why a critical turn in HRD?
Critique one – the purpose of HRD
Critique two – humanist assumptions about human behaviour and relations
Critique three – representationalist organization perspectives
Critique four – critical pedagogy
A critical turn in practice
Up to this point
Beyond orthodoxy – time to critique the critical turn
Structure of the book
Chapter 3: The ethics of HRD
Introduction
Business ethics – a flawed concept
A theory of HRD
A model of HRD
The nature of ethics
Implications of ethics for HRD
A categorical imperative
A syllogism and a closing
References and further reading
NOTES
14 Case Studies
Case study TALK & TALLY (A) Dr Ashish Malik © Author
TALK & TALLY (A)
About Talk & Tally
Organisation Structure and Processes
Business Processes, Strategy and Work Organisation
Workplace Change
Temporal Dimension of Processes
Business Development Teams and Operations
Quality Management Philosophy
People Management Philosophy
The Challenge of Managing Employee Turnover
Questions
Appendix-1
Post-Acquisition Cross-Functional Workshop
Agenda
Case study TALK & TALLY (B) by Dr Ashish Malik
TALK & TALLY (B)
Question 1. Performance appraisal
Question 2. Design and Development
NOTES