Human Resource Development, 6th ed

Licensed to:

Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

This is an electronic version of the print textbook. Due to electronic rights restrictions,some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. Forvaluable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest.

Licensed to:

Printed in the United States of America1 2 3 4 5 6 7 15 14 13 12 11

Human Resource Development,Sixth EditionJon M. Werner and Randy L. DeSimone

Vice President of Editorial, Business:Jack W. Calhoun

Publisher: Erin Joyner

Senior Acquisitions Editor: Michele Rhoades

Developmental Editor: Jeffrey Hahn

Senior Editorial Assistant: Ruth Belanger

Marketing Manager: Gretchen Swann

Marketing Coordinator: Leigh Smith

Content Project Management:PreMediaGlobal

Manufacturing Planner: Ron Montgomery

Senior Marketing Communications Manager:Jim Overly

Production Service: PreMediaGlobal

Rights Acquisition Specialist (Text, Image):Sam Marshall

Senior Art Director: Tippy McIntosh

Cover and Internal Designer: Kim Torbeck,Imbue Design

Cover Image: Creative Crop, Digital Vision

© 2012, 2009, 2006 South-Western, Cengage Learning

ALL RIGHTS RESERVED. No part of this work covered by the copyrightherein may be reproduced, transmitted, stored, or used in any form or byany means graphic, electronic, or mechanical, including but not limited tophotocopying, recording, scanning, digitizing, taping, web distribution,information networks, or information storage and retrieval systems, exceptas permitted under Section 107 or 108 of the 1976 United States CopyrightAct, without the prior written permission of the publisher.

For product information and technology assistance, contact us atCengage Learning Customer & Sales Support, 1-800-354-9706

For permission to use material from this text or product,submit all requests online at www.cengage.com/permissions

Further permissions questions can be emailed [email protected]

Library of Congress Control Number: 2011935328

ISBN-13: 978-0-538-48099-4

ISBN-10: 0-538-48099-8

South-Western5191 Natorp BoulevardMason, OH 45040USA

Cengage Learning products are represented in Canada byNelson Education, Ltd.

For your course and learning solutions, visit www.cengage.com

Purchase any of our products at your local college store or at our preferredonline store www.cengagebrain.com



Licensed to:

1INTRODUCTION TO HUMANRESOURCE DEVELOPMENT

LEARNING OBJECTIVES

After reading this chapter, you should be able to:

1. Define human resource development (HRD)

2. Relate the major historical events leading up to the establishment of HRD as

a profession

3. Distinguish between HRD and human resource management (HRM)

4. Identify and describe each of the major HRD functions

5. Describe how HRD can be linked to the goals and strategies of an organization

6. Recognize the various roles and competencies of an HRD professional

7. Cite some of the contemporary challenges facing HRD professionals

8. Identify the major phases of the training and HRD process

2



Licensed to:

OPENING CASE

What makes one large bank different from otherbanks? How important are the size and resourcescommanded by the bank, versus the bank leader-ship, strategy, and even marketing that is done? Asof June, 2010, Kasikorn Bank in Thailand employedover 15,000 employees in almost 800 branches inBangkok and throughout Thailand. K-Bank, as it iscalled, has done an impressive job of branding them-selves, with a bright green “K–Excellence” and logothat are well-recognized throughout Thailand. Theirmission statement is that they aim “to be a strongThai financial group that provides a variety of finan-cial services of world-class quality responsive toserve customers’ needs by harmoniously combiningtechnology and human resources so as to achieveoptimal benefits to customers, shareholders,employees and the country” (2009 Annual Report,p. 1). Their leadership team has promoted a stronglinkage between their business strategy and theirhuman resource management strategy. As part ofthis, executives have actively supported the devel-opment of “human resource capital,” including theuse of succession planning, career development,training, performance management, and compensa-tion systems, among other things. There is also a

strong executive-level commitment to what theyhave called an “HR roadmap,” where employeesat all levels have a formal plan in place that guidesemployees and their managers in their on-goingdevelopment efforts.

Questions: If you were part of the leadership team atK-Bank, what types of human resource issues wouldyou like to see emphasized concerning bank employ-ees? What types of training programs do you thinkmight be appropriate for training managers? Howabout for training employees? Why? Are there otherthings that you would include in addition to formal train-ing (e.g., other types of developmental opportunities)?How might all of this fit into the business strategy (orstrategies) that the bank is pursuing?

SOURCES: Personal communications with Mr. Somkiat Sirichatchai,Senior Executive Vice President, and Dr. Schwin Dhammanungune,Director, Kasikorn Bank Board of Directors; Sthienrapapayut, T., &Sahachaisaeree, N. (2010). Corporate strategy as design orientationof spatial function and environmental identity: A case of KasikornBank’s branch office in Bangkok. Procedia Social and BehavioralSciences, 5, 1294–1300; Kasikorn Bank (2011). Accessed on January 12,2011 at: http://www.kasikornbank.com/EN/Pages/Default.aspx;Kasikornbankgroup Annual Report (2009). Assessed on January 12,2011 at: http://www.kasikornbank.com/en/investors/finaninfore-ports/financialreportsannual/en00_k bank_all.pdf

INTRODUCTION

Have you ever:

• trained a new employee to do his or her job (either formally or informally)?

• taught another person how to use a new technology, for example, how to con-duct an effective PowerPoint presentation, set up a wireless Internet connec-tion, or use a hand-held device such as a Blackberry, an Android, or an iPod?

• attended an orientation session for new employees?

• taken part in a company-sponsored training program, for example, diversitytraining, sexual harassment awareness and prevention, or career development?

• gone through an experiential training experience, such as a “ropes” courseor other outdoor learning experience?

• completed some type of career planning project or assessment, for example,a vocational interest inventory?

• participated in an organization-wide change effort, for example, your orga-nization was seeking to change its culture and move toward a flatter, moreteam-oriented structure?

CHAPTER 1 Introduction to Human Resource Development 3

PART1FOUN

DATIONS

OFHUM

ANRESOURCE

DEVELOPM

ENT



Licensed to:

If you said “yes” to any of the previous questions, you’ve been involved in someform of human resource development. It is often said that an organization is only as good asits people. Organizations of all types and sizes, including schools, retail stores, govern-ment agencies, restaurants, and manufacturers, have at least one thing in common:they must employ competent and motivated workers.1 This need has become evenstronger as organizations grapple with the challenges presented by a fast-paced, highlydynamic, and increasingly global economy. To compete and thrive, many organiza-tions are including employee education, training, and development as an essential partof their organizational strategy. The American Society for Training and Development(ASTD) estimates that U.S. organizations spent $134.1 billion on employee learningand development in 2008, and $125.9 billion in 2009.2 Human resource managers inlarge organizations ranked training and development as the most important functionalarea they had to deal with. This was followed in descending order by recruiting andselection, productivity and quality, succession planning, employee job satisfaction,compensation, globalization, and diversity.3 Alan Greenspan, former chairman of theU.S. Federal Reserve Board, stated that a “critical aspect of wealth creation in theUnited States, and doubtless globally, is the level of knowledge and skill of the popu-lation. Today, the knowledge required to run the economy, which is far more com-plex than in the past, is both deeper and broader than ever before. We need to ensurethat education in the United States, formal or otherwise, is supplying skills adequatefor the effective functioning of our economy.”4

What is human resource development? As a starting point, Richard Swanson hasdefined it as “a process for developing and unleashing human expertise through train-ing and development and organization development for the purpose of improvingperformance.”5 Learning is at the core of all HRD efforts (and will be the centralfocus of Chapter 3). Indeed, a major focus today is on workplace learning and perfor-mance. Jacobs and Park define workplace learning as “the process used by individualswhen engaged in training programs, education and development courses, or sometype of experiential learning activity for the purpose of acquiring the competencenecessary to meet current and future work requirements.”6 For our purposes,then, human resource development (HRD) can be defined as a set of systematic andplanned activities designed by an organization to provide its members with theopportunities to learn necessary skills to meet current and future job demands.Focused most broadly, HRD seeks to develop people’s “knowledge, expertise, pro-ductivity, and satisfaction, whether for personal or group/team gain, or for the bene-fit of an organization, community, nation, or, ultimately, the whole of humanity(p. 322).”7 HRD activities should begin when an employee joins an organizationand continue throughout his or her career, regardless of whether that employee isan executive or a worker on an assembly line. HRD programs must respond to jobchanges and integrate the long-term plans and strategies of the organization to ensurethe efficient and effective use of resources. In short, while training and developmentactivities, or “T&D” for short, constitutes a major part of human resource develop-ment, activities such as coaching, career development, team building, and organiza-tion development also are aspects of human resource development.

This chapter provides a brief history of significant events contributing tocontemporary thought within the HRD field. We then discuss human resource

4 PART 1 Foundations of Human Resource Development



Licensed to:

management and HRD structure, functions, roles, competencies, and process.We also discuss certification and education for HRD professionals. Next, wedescribe several critical challenges facing HRD professionals. Finally, we presenta systems or process framework that can guide HRD efforts.

THE PROGRESSION TOWARD A FIELD OF HUMAN

RESOURCE DEVELOPMENT

The term human resource development has been in common use since the 1980s.However, the concept has been around a lot longer than that. To understandits modern definition, it is helpful to briefly recount the history of this field.

Early Apprenticeship Training ProgramsThe origins of HRD can be traced to apprenticeship training programs in theeighteenth century. During this time, small shops operated by skilled artisansproduced virtually all household goods, such as furniture, clothing, and shoes.To meet a growing demand for their products, craft-shop owners had to employadditional workers. Without vocational or technical schools, the shopkeepers hadto educate and train their own workers. For little or no wages, these trainees, orapprentices, learned the craft of their master, usually working in the shop forseveral years until they became proficient in their trade. Not limited to theskilled trades, the apprenticeship model was also followed in the training of phy-sicians, educators, and attorneys. Even as late as the 1920s, a person apprenticingin a law office could practice law after passing a state-supervised examination.8

Apprentices who mastered all the necessary skills were considered “yeomen,” andcould leave their master and establish their own craft shops; however, most remainedwith their masters because they could not afford to buy the tools and equipmentneeded to start their own craft shops. To address a growing number of yeomen, mastercraftsmen formed a network of private “franchises” so they could regulate such thingsas product quality, wages, hours, and apprentice-testing procedures.9 These craft guildsgrew to become powerful political and social forces within their communities, makingit even more difficult for yeomen to establish independent craft shops. By formingseparate guilds called “yeomanries,” the yeomen counterbalanced the powerful craftguilds and created a collective voice in negotiating higher wages and better workingconditions. Yeomanries were the forerunners of modern labor unions.10

Early Vocational Education ProgramsIn 1809, a man named DeWitt Clinton founded the first recognized, privatelyfunded vocational school, also referred to as a manual school, in New YorkCity.11 The purpose of the manual school was to provide occupational trainingto unskilled young people who were unemployed or had criminal records. Man-ual schools grew in popularity, particularly in the midwestern states, because theywere a public solution to a social problem: what to do with “misdirected”youths. Regardless of their intent, these early forms of occupational trainingestablished a prototype for vocational education.


PART1FOUN

DATIONS

OFHUM

ANRESOURCE

DEVELOPM

ENT



Licensed to:

In 1917, Congress passed the Smith-Hughes Act, which recognized the value ofvocational education by granting funds (initially $7 million annually) targeted for stateprograms in agricultural trades, home economics, industry, and teacher training.12

Today, vocational instruction is an important part of each state’s public education sys-tem. In fact, given the current concerns about a “skills gap” (especially for technicalskills), vocational education has become even more critical at the present time.

Early Factory SchoolsWith the advent of the Industrial Revolution during the late 1800s, machinesbegan to replace the hand tools of the artisans. “Scientific” management princi-ples recognized the significant role of machines in better and more efficient pro-duction systems. Specifically, semiskilled workers using machines could producemore than the skilled workers in small craft shops. This marked the beginning offactories as we know them today.

Factories made it possible to increase production by using machines andunskilled workers, but they also created a significant demand for the engineers,machinists, and skilled mechanics needed to design, build, and repair themachines. Fueled by the rapid increase in the number of factories, the demandfor skilled workers soon outstripped the supply of vocational school graduates.To meet this demand, factories created mechanical and machinist training pro-grams, which were referred to as “factory schools.”13

The first documented factory school, in 1872, was located at Hoe and Com-pany, a New York manufacturer of printing presses. This was soon followed byWestinghouse in 1888, General Electric and Baldwin Locomotive in 1901,International Harvester in 1907, and then Ford, Western Electric, Goodyear,and National Cash Register.14 Factory school programs differed from earlyapprenticeship programs in that they tended to be shorter in duration and had anarrower focus on the skills needed to do a particular job.

Early Training Programs for Semiskilled and

Unskilled WorkersAlthough both apprenticeship programs and factory schools provided training forskilled workers, very few companies during this time offered training programs forunskilled or semiskilled workers. This changed after two significant historical events.The first was the introduction of the Model T by Henry Ford in 1913. The Model Twas the first car to be mass-produced using an assembly line, in which productionrequired only the training of semiskilled workers to perform several tasks.

The new assembly lines cut production costs significantly and Ford lowered itsprices, making the Model T affordable to a much larger segment of the public.With the increased demand for the Model T, Ford had to design more assemblylines, and this provided more training opportunities. Most of the other automobilemanufacturers who entered the market at this time also used assembly line pro-cesses, resulting in a proliferation of semiskilled training programs.

Another significant historical event was the outbreak of World War I. To meetthe huge demand for military equipment, many factories that produced nonmilitary




Licensed to:

goods had to retool their machinery and retrain their workers, including the semi-skilled. For instance, the U.S. Shipping Board was responsible for coordinating thetraining of shipbuilders to build warships. To facilitate the training process, CharlesAllen, director of training, instituted a four-step instructional method referred to as“show, tell, do, check” for all of the training programs offered by the ShippingBoard.15 This technique was later named job instruction training (JIT) and is still inuse today for training many workers on the basic elements of their job.

The Human Relations MovementOne of the undesirable by-products of the factory system was the frequent abuseof unskilled workers, including children, who were often subjected to unhealthyworking conditions, long hours, and low pay. The appalling conditions spurred anational anti-factory campaign. Led by Mary Parker Follett and Lillian Gilbreth,the campaign gave rise to the “human relations” movement advocating morehumane working conditions. Among other things, the human relations move-ment provided a more complex and realistic understanding of workers as peopleinstead of merely cogs in a factory machine.

The human relations movement highlighted the importance of humanbehavior on the job. This was also addressed by Chester Barnard, the presidentof New Jersey Bell Telephone, in his influential 1938 book The Functions of theExecutive.16 Barnard described the organization as a social structure integratingtraditional management and behavioral science applications.

The movement continued into the 1940s, with World War II as a backdrop.Abraham Maslow published his theory on human needs, stating that people can bemotivated by both economic and noneconomic incentives.17 He proposed thathuman needs are arranged in terms of lesser to greater potency (strength), and distin-guished between lower order (basic survival) and higher order (psychological) needs.Theories like Maslow’s serve to reinforce the notion that the varied needs and desiresof workers can become important sources of motivation in the workplace.

The Establishment of the Training ProfessionWith the outbreak of World War II, the industrial sector was once again asked toretool its factories to support the war effort. As with World War I, this initiativeled to the establishment of new training programs within larger organizations andunions. The federal government established the Training Within Industry (TWI)Service to coordinate training programs across defense-related industries. TheTWI also trained company instructors to teach their programs at each plant. Bythe end of the war, the TWI had trained over 23,000 instructors, awarding over2 million certificates to supervisors from 16,000 plants, unions, and services.18

Many defense-related companies established their own training departmentswith instructors trained by TWI. These departments designed, organized, andcoordinated training across the organization. In 1942, the American Society forTraining Directors (ASTD) was formed to establish some standards within thisemerging profession.19 At the time, the requirements for full membership inASTD included a college or university degree plus two years of experience in


PART1FOUN

DATIONS

OFHUM

ANRESOURCE

DEVELOPM

ENT



Licensed to:

training or a related field, or five years of experience in training. A person work-ing in a training function or attending college qualified for associate membership.

Emergence of Human Resource DevelopmentDuring the 1960s and 1970s, professional trainers realized that their role extendedbeyond the training classroom. The move toward employee involvement in manyorganizations required trainers to also coach and counsel employees. Training anddevelopment (T&D) competencies therefore expanded to include interpersonalskills such as coaching, group process facilitation, and problem solving. This addi-tional emphasis on employee development inspired the ASTD to rename itself asthe American Society for Training and Development (ASTD).

The 1980s saw even greater changes affecting the T&D field. At severalASTD national conferences held in the late 1970s and early 1980s, discussionscentered on this rapidly expanding profession. As a result, ASTD approved theterm human resource development to encompass this growth and change. Influentialbooks by individuals such as Leonard and Zeace Nadler appeared in the late1980s and early 1990s, and these helped to clarify and define the HRD field.20

Further, since the 1990s, efforts have been made to strengthen the strategic role ofHRD, that is, how HRD links to and supports the goals and objectives of theorganization.21 There was also an emphasis within ASTD (and elsewhere, such asthe International Society for Performance Improvement, or ISPI) on performanceimprovement as the particular goal of most training and HRD efforts, and onviewing organizations as high performance work systems.22 In 2010, ASTDhad approximately 40,000 members in over 100 countries, including 132 U.S.local chapters, and remains the leading professional organization for HRD pro-fessionals.23 Recent emphases in HRD (and within ASTD) will be discussedmore fully in the following section, but first it would be helpful to discuss therelationship between human resource management and HRD.

THE RELATIONSHIP BETWEEN HUMAN RESOURCE

MANAGEMENT AND HRD/TRAINING

In some organizations, training is a stand-alone function or department. In most orga-nizations, however, training or human resource development is part of a larger humanresource management department. Human resource management (HRM) can bedefined as the effective selection and utilization of employees to best achievethe goals and strategies of an organization, as well as the goals and needs ofemployees. An important point to stress is that the responsibility for HRM is(or, at least, should be) shared by human resource specialists and line manage-ment. How the HRM function is carried out varies from organization toorganization. Some organizations have a centralized HRM department withhighly specialized staff, but in other organizations, the HRM function isdecentralized and conducted throughout the organization.

The most comprehensive way to present the HRM function is to examinethe activities carried out by a larger department, such as the HRM division




Licensed to:

headed by a vice president, as depicted in Figure 1-1. HRM can be divided intoprimary and secondary functions. Primary functions are directly involved withobtaining, maintaining, and developing employees. Secondary functions eitherprovide support for general management activities or are involved in determin-ing or changing the structure of the organization. These functions are detailedbelow.

• Human resource planning activities are used to predict how changes inmanagement strategy will affect future human resource needs. These activi-ties are critically important with the rapid changes in external marketdemands. HR planners must continually chart the course of an organizationand its plans, programs, and actions.

• Equal employment opportunity activities are intended to satisfy both thelegal and moral responsibilities of an organization through the prevention ofdiscriminatory policies, procedures, and practices. This includes decisionsaffecting hiring, training, appraising, and compensating employees.

• Staffing (recruitment and selection) activities are designed for the timelyidentification of potential applicants for current and future openings and forassessing and evaluating applicants in order to make selection and placementdecisions.

• Compensation and benefits administration is responsible for establishing andmaintaining an equitable internal wage structure, a competitive benefits package,as well as incentives tied to individual, team, or organizational performance.

• Employee (labor) relations activities include developing a communicationssystem through which employees can address their problems and grievances.In a unionized organization, labor relations will include the development ofworking relations with each labor union, as well as contract negotiations andadministration.

• Health, safety, and security activities seek to promote a safe and healthywork environment. This can include actions such as safety training,employee assistance programs, and health and wellness programs.

• Human resource development activities are intended to ensure that orga-nizational members have the skills or competencies to meet current and futurejob demands. This last point, quite obviously, is the focus of this book.

FIGURE 1-1 Organizational Chart of a Large HRM Division

Vice PresidentHuman Resource Management

HR Research andPlanning Director

StaffingDirector

Employee RelationsDirector

HRDDirector

Compensation andBenefits Director

EEO Officer


PART1FOUN

DATIONS

OFHUM

ANRESOURCE

DEVELOPM

ENT



Licensed to:

Secondary HRM FunctionsOther functions that may be shared by HRM units include the following:

• Organization/job design activities are concerned with interdepartmentalrelations and the organization and definition of jobs.

• Performance management and performance appraisal systems are usedfor establishing and maintaining accountability throughout an organization.

• Research and information systems (including Human Resource Informa-tion Systems) are necessary to make enlightened human resource decisions.

Line versus Staff AuthorityOne of the primary components of an organization’s structure is the authority dele-gated to a manager or unit to make decisions and utilize resources. Line authority isgiven tomanagers and organizational units that are directly responsible for the produc-tion of goods and services. Staff authority is given to organizational units that advise andconsult line units. Traditionally, HRM functional units, including HRD, have staffauthority. In general, line authority supersedes staff authority in matters pertaining tothe production of goods and services. For example, suppose several trainees miss train-ing sessions because their supervisor assigned them to duties away from the job site.Can the HRDmanager or trainer intervene and force the supervisor to reassign theseemployees so that they can meet their training responsibilities? The short answer is no.The long answer is that HRD managers and staff must exert as much influence aspossible to ensure that organizational members have the competencies to meet currentand future job demands. At times this may require some type of intervention (such asorganization development) to achieve a greater amount of understanding across anorganization of the values and goals of HRD programs and processes.

HUMAN RESOURCE DEVELOPMENT FUNCTIONS

Human resource development, as we discussed, can be a stand-alone function, or itcan be one of the primary functions within the HRM department. An ASTD-sponsored study by Pat McLagan in 1989 identified the HRD roles and competen-cies needed for an effective HRD function.24 This ASTD study documented a shiftfrom the more traditional training and development topics to a function thatincluded career development and organization development issues as well. Thestudy depicted the relationship between HRM and HRD functions as a “humanresource wheel.” The original HR wheel from McLagan identified three primaryHRD functions: (1) training and development, (2) organization development, and(3) career development. We will discuss these functions in greater detail.

Training and Development (T&D)Training and development (often abbreviated as T&D) focuses on changing orimproving the knowledge, skills, and attitudes of individuals. Training typicallyinvolves providing employees the knowledge and skills needed to do a particular




Licensed to:

task or job, though attitude change may also be attempted (e.g., in sexual harass-ment training). Developmental activities, in contrast, have a longer-term focus onpreparing for future work responsibilities while also increasing the capacities ofemployees to perform their current jobs.25

T&D activities begin when a new employee enters the organization, usuallyin the form of employee orientation and skills training. Employee orientation(covered in Chapter 8) is the process by which new employees learn importantorganizational values and norms, establish working relationships, and learn howto function within their jobs. The HRD staff and the hiring supervisor generallyshare the responsibility for designing the orientation process, conducting generalorientation sessions, and beginning the initial skills training. Skills and technicaltraining programs then narrow in scope to teach the new employee a particularskill or area of knowledge (see Chapter 9).

Once new employees have become proficient in their jobs, HRD activitiesshould focus more on developmental activities—specifically, coaching andcounseling. In the coaching process (Chapter 10), individuals are encouraged toaccept responsibility for their actions, to address any work-related problems, andto achieve and sustain superior levels of performance. Coaching involves treatingemployees as partners in achieving both personal and organizational goals.Counseling techniques are used to help employees deal with personal problemsthat may interfere with the achievement of these goals. Counseling programsmay address such issues as substance abuse, stress management, smoking cessation,or fitness, nutrition, and weight control (see Chapter 11).

HRD professionals are also responsible for coordinating management train-ing and development programs to ensure that managers and supervisors have theknowledge and skills necessary to be effective in their positions. These programsmay include supervisory training, job rotation, seminars, or college and universitycourses (see Chapter 13).

Organization DevelopmentOrganization development (OD) is defined as the process of enhancing the effec-tiveness of an organization and the well-being of its members through plannedinterventions that apply behavioral science concepts.26 OD emphasizes bothmacro and micro organizational changes: macro changes are intended to ulti-mately improve the effectiveness of the organization as a whole, whereas microchanges are directed at individuals, small groups, and teams. For example, manyorganizations have sought to improve organizational effectiveness by introducingemployee involvement programs that require fundamental changes in workexpectations, reward systems, and reporting procedures (see Chapter 14).

The role of the HRD professional involved in an OD intervention is gener-ally to function as a change agent. Facilitating change often requires consulting withand advising line managers on strategies that can be used to effect the desiredchange. The HRD professional may also become directly involved in carryingout the intervention strategy by such means as facilitating a meeting of theemployees responsible for planning and implementing the actual change process.


PART1FOUN

DATIONS

OFHUM

ANRESOURCE

DEVELOPM

ENT



Licensed to:

Career DevelopmentCareer development is “an ongoing process by which individuals progress through aseries of stages, each of which is characterized by a relatively unique set of issues,themes, and tasks.”27 Career development involves two distinct processes: careerplanning and career management (see Chapter 12).28 Career planning involvesactivities performed by an individual, often with the assistance of counselors andothers, to assess his or her skills and abilities in order to establish a realistic careerplan. Career management involves taking the necessary steps to achieve that plan,and generally focuses more on what an organization can do to foster employeecareer development. There is a strong relationship between career developmentand T&D activities. Career plans can be implemented, at least in part, through anorganization’s training programs.

The “New Learning and Performance Wheel”More recently, ASTD sponsored another study of trends affecting HRD andskills or competencies that are required of HRD professionals.29 As part of thisstudy, Paul Bernthal and his colleagues developed a new learning and perfor-mance wheel (see Figure 1-2). Several things should be noted about this wheel.First, as described below, business strategy should be at the hub or center of allHRD efforts. Second, the upper right spokes depict traditional human resourcemanagement functions, as presented earlier in this chapter. Third, the lower rightspokes portray how other organizational disciplines, such as sales, production,and finance, also are major drivers of organizational performance. Finally, andmost importantly for our purposes, the left side of the diagram depicts an expandedview of human resource development. You can still see the core functions oftraining and development, career management, and managing organizationalchange and development, as presented earlier by McLagan. However, there isan increased emphasis on learning and performance, rather than primarily ontraining and development. Indeed, functions such as managing organizationalchange and managing organizational knowledge are considerably broader thanwhat has traditionally been viewed as the domain of HRD. We think thisexpanded wheel provides an excellent picture of what HRD is and how it fitswith other organizational functions. It also complements on-going discussionsconcerning the parameters of HRD, as well as the value added by research andpractice in this area.30 Next, we expand upon the notion of business strategy asthe hub of the wheel, discussing the critical (though often underdeveloped) link-age between strategic management and HRD.

Strategic Management and HRDStrategic management involves a set of managerial decisions and actions that areintended to provide a competitively superior fit with the external environmentand enhance the long-run performance of an organization.31 It involves severaldistinct processes, including strategy formulation, strategy implementation, andcontrol. At the formation or formulation level, top management must first assessthe viability of the current mission, objectives, strategies, policies, programs,




Licensed to:

technology, workforce, and other resources. Then, they must monitor and assessdifferent aspects of the external environment that may pose a threat or offerpotential opportunities. Finally, in light of these assessments, management mustidentify strategic factors (for example, mission, technology, or product mix) thatneed to be changed or updated.

The past two decades have seen increasing interest, research, and action con-cerning strategic human resource management.32 The emphasis has been on morefully integrating HRM with the strategic needs of an organization. To do this, twotypes of alignment are necessary. First, as just described, external alignment is neces-sary between the strategic plans of the organization and the external environmentthat it faces. Second, internal alignment is necessary within an organization. That is,the strategy of the organization must be aligned with the mission, goals, beliefs,and values that characterize the organization.33 Further, there needs to be

Driving Business PerformanceTraditional Human Resource

Disciplines

Managing Organizational

KnowledgeImproving Human Performance

Managing the Learning Function

Measuring &

Evaluating Info

rmat

ion

Syst

ems

Labo

r & Em

ploye

e Rela

tions

Rewards & Recognition

Research & Development

Customer Services

Finance

Legal

Operations/Production

Marketing &

Public Relations

Distribution

Sup

porte

d by TechnologyBusiness

Strategy

Facilitating Organizational Change

Career Planning & Talent

Management

Coaching

Design

ing Le

arning

Deliv

erin

g Tr

aini

ngSal

es

OtherOrganizationalDisciplines

Wor

kpla

ceLe

arni

ngan

dPe

rfor

man

ceD

isci

plin

es

The New Learning and Performance Wheel FIGURE 1-2

Learning and Per-formance WheelSOURCE: Davis, P.,Naughton, J., &Rothwell, W. (2004).“New Roles andNew Competenciesfor the Profession.”T&D, 58(4), 26–36.Copyright © April 2004from T+ D by Davis, P.,Naughton, J., &Rothwell, W. Reprintedwith permission ofAmerican Societyfor Training &Development.


PART1FOUN

DATIONS

OFHUM

ANRESOURCE

DEVELOPM

ENT



Licensed to:

alignment among the various subsystems that make up an organization. Some areasthat need to be addressed include:

• Management practices—how employees are managed and treated (e.g., howmuch do employees participate in decision making?)

• Organizational structure—how an organization is structured (e.g., how “flat”is the organization’s managerial hierarchy?)

• Human resource systems—how employees are selected, trained, compen-sated, appraised, and so on (e.g., how closely is pay linked to individual,team, or organizational performance measures?)

• Other work practices and systems (e.g., to what extent is technology or aninformation system used to facilitate the work process?)

The value of this approach lies in looking at the organization as an entire system.All of the parts of an organization must work together as a whole to reach the goals ofthat organization. Some of the desired outcomes of such a high performance worksystem are increased productivity, quality, flexibility, and shorter cycle times, as wellas increased customer and employee satisfaction and quality of work life.34 As oneexample, FedEx uses several different practices that foster high performance. Muchof their employee training is conducted via interactive video instruction. A pay-for-knowledge system has been implemented that rewards employees who havecompleted the video training and passed job-knowledge tests. A performance man-agement system is in place that allows employees to track service performance, and anelaborate information system is used to monitor the progress of each item in theFedEx system. All of this is complemented by a survey feedback process that allowsemployees to grade their manager’s leadership skills, as well as provide suggested solu-tions for any problems they encounter. As you can see, it is the effective synergy ofeverything working together that defines high performance work systems.

A current challenge (or opportunity) for HRD professionals is to play a morestrategic role in the functioning of their organization. Progress has been made in mov-ing toward a more “strategically integrated HRD.”35 In particular, HRD executivesand professionals should demonstrate the strategic capability of HRD in three primaryways: (1) directly participating in their organization’s strategic management process,(2) providing education and training to line managers in the concepts and methodsof strategic management and planning, and (3) providing training to all employeesthat is aligned with the goals and strategies of their organization.36

First, HRD executives should contribute information, ideas, and recommen-dations during strategy formulation and ensure that an organization’s HRD strat-egy is consistent with its overall strategy. The HRD strategy should offer answersto the following questions: Are the organization’s HRD objectives, strategies,policies, and programs clearly stated? Are all HRD activities consistent with theorganization’s mission, objectives, policies, and internal and external environ-ment? How well is the HRD function performing in terms of improving thefit between the individual employee and the job? Are appropriate concepts andtechniques being used to evaluate and improve corporate performance? TomKelly, director of worldwide training for Cisco Systems in San Jose, California,




Licensed to:

states that there have been dramatic changes in the HRD field. He adds: “This isour chance to actually achieve strategic partnerships within the organization.”37

A second strategic role for HRD professionals is to provide education andtraining programs that support effective strategic management. Training in strate-gic management concepts and methods help line managers develop a global per-spective that is essential for managing in today’s highly competitive environment.These issues are offered as part of the organization’s management developmentprogram. A survey of HRD professionals suggested that approximately 50 percentof organizations provide training in strategic planning.38 Management educationefforts (such as university programs, which will be discussed in Chapter 13) alsoplace a heavy emphasis on strategic management issues. Increasingly, separatecourses (or portions of courses) are emphasizing strategic HR issues and howthese relate to organizational strategies and outcomes.39

Finally, HRD professionals must ensure that all training efforts are clearlylinked to the goals and strategies of the organization. Although this may seemobvious, it is not uncommon for the link between training programs and organi-zational strategy to be far from clear. As an extreme example, a medical productsmanufacturer, Becton, Dickinson and Company, went through a major restruc-turing in 1983, in response to a downturn in its business. Before that, the com-pany had offered a large number of training and education opportunities,particularly to its managers. After restructuring, these education and training pro-grams were completely eliminated.40 Some have argued that the reason trainingis frequently the first thing to be cut or reduced in times of financial stress is thattop executives fail to see a link between training and the bottom line.41

In contrast, IBM set up a Human Resource Service Center in Raleigh, NorthCarolina. The goal was to provide information and high quality service to over500,000 active and retired IBM employees. An array of technology is in place toassist Service Center employees. This includes a website within the organization’sintranet (called HR INFO), a call tracking system, and an HR Information System,which employees and managers can use to view and retrieve HR-related informa-tion, as well as process certain HR transactions (salary changes, address changes,etc.). However, the key factor in the success of this effort has been training.According to Bob Gonzales: “Training Customer Service Representativeswell [was] critical to the Center’s success because they are the initial point ofcontact with the customer.”42 Service representatives are carefully selected andthen put through three weeks of intensive training, including lectures, role playing,and partnering with an experienced employee. Refresher training is providedthroughout the employee’s career, as well as additional training whenever new pro-grams are offered. This example suggests how training can be linked to the strategicgoals and strategies of an organization (in this case, a shift to a centralized HR Ser-vice Center). As we will discuss in Chapter 7, HRD professionals are increasinglyexpected to demonstrate that their efforts are contributing to the viability and finan-cial success of their organization. The growing emphasis on strategic HRD is part ofthis movement to build a stronger business case for HRD programs and interven-tions.43 This fully supports the placement of business strategy at the center of thelearning and performance wheel, as presented in Figure 1-2.


PART1FOUN

DATIONS

OFHUM

ANRESOURCE

DEVELOPM

ENT



Licensed to:

The Supervisor’s Role in HRDSupervisors play a critical role in implementing many HRD programs and pro-cesses. As we emphasize throughout this book, many organizations rely on linesupervisors to implement HRD programs and processes such as orientation,training, coaching, and career development. Especially in smaller organizations,there may be no training department (or even an HR department), so mostHRD efforts fall upon supervisors and managers.

Organizational Structure of the HRD FunctionThe HRD function, like HRM, should be designed to support an organization’sstrategy. Using the chart from Figure 1-1, Figure 1-3 further delineates how theHRD function might be organized within an HRM department. Alternatively,Figure 1-4 depicts how the HRD function might be organized in a multiregionalsales organization. In this example, the training activities, except for management/executive development, are decentralized and other HRD activities are centralized.There is evidence to suggest that, at least in larger organizations, HR departmentsare becoming more cross-functional and less specialized in HR topics alone.44

ROLES AND COMPETENCIES OF AN

HRD PROFESSIONAL

An HRD professional must perform a wide variety of functional roles. A func-tional role is a specific set of tasks and expected outputs for a particular job, forexample, classroom trainer or instructional designer. To carry out these variousroles, HRD professionals need to possess many different skills or competencies. Intheir “Mapping the Future” study, Bernthal and colleagues describe three areas of“foundational” competencies needed by all HRD professionals (see Figure 1-5).45

Foundational competencies are depicted as falling into three areas: personal, inter-personal, and business/management. HRD professionals then make use of thesefoundational competencies as they develop particular areas of expertise. Theseareas of expertise are shown in the middle of the pyramid (and correspond to the

DirectorHuman Resource Development

ManagementDevelopment

Specialist

SkillsTraining

Administrator

OrganizationDevelopment

Specialist

CareerDevelopment

Counselor

Program DeveloperHRD Research and

Evaluation Specialist

On-the-Job TrainingCoordinator

Safety Trainer Sales Trainer

FIGURE 1-3

Organizational Chartof a Large HRDDepartment




Licensed to:

terms used to describe HRD in the learning and performance wheel shown inFigure 1-2). Finally, the top of the pyramid shows four key roles for HRD profes-sionals: learning strategist, business partner, project manager, and professionalspecialist. The learning strategist is involved in the high-level decision making con-cerning how HRD initiatives will support the goals and strategies of an organiza-tion. The business partner works together with managers and others indetermining how the HRD initiative will be implemented and evaluated. Theproject manager is involved with the day-to-day planning, funding, and monitor-ing of HRD initiatives, whereas the professional specialist adds his or her expertiseto particular areas, for example, designing, developing, delivering, and evaluatingan HRD initiative. HRD managers and executives are most likely to be involvedwith the learning strategist and business partner roles. Next, we will briefly discussthe roles played by two types of HRD professionals: the HRD executive/managerand the HRD practitioner.

The HRD Executive/ManagerTheHRD executive/manager has primary responsibility for all HRD activities. In thepast, this person was often referred to as the Training Director. Today, such indivi-duals are increasingly referred to as the Chief Learning Officer (or CLO).46 Regard-less of the title, this individual must integrate the HRD programs with the goalsand strategies of their organization and normally assumes a leadership role in theexecutive development program, if one exists. If the organization has both anHRM and an HRD executive, the HRD executive must work closely with theHRM executive as well. The HRD executive often serves as an adviser to thechief executive officer and other executives. The outputs of this role includelong-range plans and strategies, policies, and budget allocation schedules.

Assistant Vice PresidentDistrict Training

Vice PresidentHuman Resource Development

Manager,Management/ExecutiveDevelopment

Manager,Organization Developmentand Change

Manager,Research, Planning,and Evaluation

Manager,Support Services

Manager, CustomerSales Training

Manager, TrainingFacilities andEquipment

Manager, Store ManagementTraining

Manager, Safety Training

Manager,Facilities andEquipment

Manager, Driver Training

FIGURE 1-4

OrganizationalChart of an HRDDepartment in aMultiregional SalesOrganization


PART1FOUN

DATIONS

OFHUM

ANRESOURCE

DEVELOPM

ENT



Licensed to:

One of the important tasks of the HRD executive is to promote the value ofHRD as a means of ensuring that organizational members have the competenciesto meet current and future job demands. If senior managers do not understand thevalue of HRD, it will be difficult for the HRD executive to get their commitmentto HRD efforts and to justify the expenditure of funds during tough times. His-torically, during financial difficulties, HRD programs (and HRM in general) havebeen a major target of cost-cutting efforts. Unless the HRD executive establishes aclear relationship between HRD expenditures and organizational effectiveness

FIGURE 1-5 The 2004 ASTD Competency Model

Designing Learning

Improving Human Performance

Delivering Training

Measuring and Evaluating

Facilitating Organizational Change

Managing the Learning Function

Coaching

Managing Organizational Knowledge

Career Planning and Talent Management

• Interpersonal

> Building Trust> Communicating Effectively> Influencing Stakeholders> Leveraging Diversity> Networking and Partnering

• Business/Management

> Analyzing Needs and Proposing Solutions> Applying Business Acumen> Driving Results> Planning and Implementing Assignments> Thinking Strategically

• Personal

> Demonstrating Adaptability> Modeling Personal Development

Areas of Expertise: Supported by Technology

Workplace Learning and Performance Roles

The 2004 ASTD Competency Model

Competencies CompetenciesCompetencies• •

BusinessPartner

ProjectManager

Profes-sional

Specialist

LearningStrategist

Foun

datio

n +

Focu

s =

Succ

essf

ul E

xecu

tion

SOURCE: Davis, P., Naughton, J., & Rothwell, W. (2004). “New Roles and New Competencies for the Profession.”T&D, 58(4), 26–36.




Licensed to:

(including profits), HRD programs will not receive the support they need. Buthow does an HRD executive who wants to offer a program on stress manage-ment, for example, compete with a line manager who wants to purchase a newpiece of equipment? The answer is clear: the executive must demonstrate the ben-efit their organization receives by offering such a program. Evaluation data are vitalto the HRD executive when presenting a case.

The role of the HRD executive has become more important and visible asorganizations address the demands of a global economy. The immediate chal-lenge to HRD executives is to redefine a new role for HRD during this periodof unprecedented change. According to Jack Bowsher, former director of educa-tion for IBM, when HRD executives “delve deeply into reengineering, qualityimprovement, and strategic planning, they grasp the link between workforcelearning and performance on the one hand, and company performance and prof-itability on the other.”47 The HRD executive is in an excellent position toestablish the credibility of HRD programs and processes as tools for managingin today’s challenging business environment. Salary.com estimated that, in2009, the median salary for U.S. HRD/training executives was over $150,000.48

Other HRD Roles and Outputs for HRD ProfessionalsAs organizations have adjusted to environmental challenges, the roles played byHRD professionals have changed as well. HRD professionals perform many distinctroles, nine of which are described below.49 These roles are more likely than not tocorrespond to the job titles or job descriptions for professional positions in HRD.

TheHR strategic advisor consults strategic decision-makers on HRD issues thatdirectly affect the articulation of organization strategies and performance goals.Outputsinclude HR strategic plans and strategic planning education and training programs.

The HR systems designer and developer assists HR management in the designand development of HR systems that affect organization performance. Outputsinclude HR program designs, intervention strategies, and implementation of HRprograms.

The organization change agent advises management in the design and imple-mentation of change strategies used in transforming organizations. The outputsinclude more efficient work teams, quality management, intervention strategies,implementation, and change reports.

The organization design consultant advises management on work systemsdesign and the efficient use of human resources. Outputs include interventionstrategies, alternative work designs, and implementation.

The learning program specialist (or instructional designer) identifies needs ofthe learner, develops and designs appropriate learning programs, and preparesmaterials and other learning aids. Outputs include program objectives, lessonplans, and intervention strategies.

The instructor/facilitator presents materials and leads and facilitates structuredlearning experiences. Outputs include the selection of appropriate instructionalmethods and techniques and the actual HRD program itself.

The individual development and career counselor assists individual employeesin assessing their competencies and goals in order to develop a realistic career


PART1FOUN

DATIONS

OFHUM

ANRESOURCE

DEVELOPM

ENT



Licensed to:

plan. Outputs include individual assessment sessions, workshop facilitation, andcareer guidance.

The performance consultant (or coach) advises line management on appropriateinterventions designed to improve individual and group performance. Outputsinclude intervention strategies, coaching design, and implementation.

The researcher assesses HRD practices and programs using appropriate statis-tical procedures to determine their overall effectiveness and communicates theresults to their organization. Outputs include research designs, research findingsand recommendations, and reports.

Some popular HRD jobs include instructional designer, change agent, execu-tive coach, and “multimedia master.”50 For more information on this last position,see the “Master of Multimedia” box on the following page.

Certification and Education for HRD ProfessionalsOne indication of the growth of the HRD field is the push for professional certi-fication. To increase the credibility of the HRD field, ASTD began a certificationprogram in 2006, based upon the competencies identified in its recent “Mappingthe Future” study (and shown in Figure 1-5).51 This certification is called the Cer-tified Professional in Learning and Performance™ (or CPLP™), and is offered bythe ASTD Certification Institute. It includes both a 150-item multiple choice test,as well as the submission of a “work product.” Further information can be foundat the ASTD website.52

For the field of human resource management in general, there are three certifi-cation examinations offered by theHuman Resource Certification Institute (HRCI)(in conjunction with the Society for Human Resource Management). They arecalled the Professional in Human Resources (PHR), Senior Professional in HumanResources (SPHR), and Global Professional in Human Resources (GPHR) exami-nations. The PHR and SPHR examinations both consist of 225 multiple-choiceitems that cover various HRM topics.53 Seventeen percent of both PHR andSPHR examinations cover human resource development. The GPHR examinationconsists of 165 items, with 22 percent of them devoted to “organizational effective-ness and talent development.” To be certified for any of these three examinations,individuals must pass the test and have two years of HR exempt-level work experi-ence. Beginning in 2011, students who do not have the required work experiencewill not be allowed to sit for the exam (prior to this, students could take the exam,and then had five years to obtain the relevant work experience). As of July, 2010,over 106,000 HR professionals have been certified with either the PHR, SPHR,or GPHR designations (PHR: 60,767; SPHR: 45,155; GPHR: 932).54

Over the past twenty years, the HRD profession has become better connectedto and involved with the academic community. Three developments illustrate thisrelationship: (1) ASTD changed its governance structure to include a Professor’sNetwork and an Academic Relations Committee; (2) The Human Resource Devel-opment Quarterly, a research journal focusing on HRD issues, began publishing in1990; (3) Another organization has been formed, the Academy of HumanResource Development, to further advance scholarly research concerning humanresource development issues.55 This has led to the subsequent publication of three




Licensed to:

additional HRD journals: Advances in Human Resource Development, Human ResourceDevelopment International, and Human Resource Development Review.56

HRD programs at colleges and universities are most often found in one ofthree academic departments: business/management, psychology, and education.The content and philosophy of these programs tend to reflect that of the foundingprofessors. Certain schools of business (or management) offer majors or minors inHRD, with courses in training and development, organization development, andcareer development. The SHRM Foundation has published a directory of graduateHR programs and posted it on the SHRM website.57 Some psychology depart-ments offer degree programs and courses in industrial and organizational (I/O) psy-chology and personnel psychology, with specific courses in HRD. In addition toHRD classes, schools of education may also offer degrees and courses in fieldsrelated to HRD, such as educational technology, curriculum development, adulteducation, and organization development.

Another way HRD professionals can keep current is to examine the prac-tices of leading organizations. ASTD has established a Benchmarking Forum forthe purpose of identifying and learning about best practices among memberorganizations so that they can be adopted by other organizations. The bench-marking process involves a questionnaire that “helps to define the focus, criteria,and context for practices, and provides information about the incidents that led

Master of Multimedia

Consider the following want ad: “Creator of award-winning training programs has immediate openingfor dynamic individual in multimedia developmentdepartment. Must have instructional design back-ground and knowledge of Authorware or Dreamwea-ver. General business knowledge a plus.” Althoughthis may not have been exactly how it appeared in anewspaper, this captures the type of person thatCentech Group in Arlington, Virginia, was seeking tohire. Centech designs training programs for otherorganizations and makes extensive use of the Inter-net and CD-ROMs for their programs. Therefore, theywere looking for people with strong computer skills,especially knowledge of HTML and graphic design.For example, Kevin Schmohl earned a master’sdegree in instructional technology from BloomsburgUniversity in Bloomsburg, Pennsylvania. Prior tothat, he had worked in public relations and advertis-ing. He was considered a hot commodity because ofhis knowledge of HTML, as well as software pro-grams such as ToolBook, Quest, Designer’s Edge,Authorware, and Director. However, what really set

him apart was his ability to know when to use web-based training and when not to. “Until we get atotally computerized generation, we will alwaysneed some form of stand-up training,” he says. AsKim Kiser writes: “Just because a company can puttraining on the Web doesn’t mean employees willfind those courses interesting or, for that matter,learn anything from them.” What is most critical isto find course designers who understand trainingand instructional design issues, as well as the tech-nological issues involved. Such people must “speakthe language of both the training and information sys-tems departments,” says Kiser. David Brinkerhoff, arecruiter of HRD professionals, finds that some of hismost difficult searches have been for people likeSchmohl who possess the necessary computer skillsand understand how to get their message across tovarious audiences. “It’s a very unique combination,”Brinkerhoff says. “Those people are worth theirweight in gold, if they can deliver what they say.”

SOURCE: Adapted from Kiser, K. (1999). Hot jobs, Training, 36(8), 32.


PART1FOUN

DATIONS

OFHUM

ANRESOURCE

DEVELOPM

ENT



Licensed to:

to adopting the practices.” The best practices organizations are selected at a bian-nual meeting of ASTD and members of the Benchmarking Forum. These orga-nizations and a description of their practices are published in ASTD reports andhighlighted in the professional journal T&D (formerly Training & Development).58

CHALLENGES TO ORGANIZATIONS AND

TO HRD PROFESSIONALS

Many challenges face organizations today. The ASTD-sponsored study mentionedearlier presents eight emerging workplace trends that impact HRD.59 These trendsare depicted in Figure 1-6. Along the same lines, Michael Hitt and his colleagueshave identified increasing globalization and the technological revolution (in partic-ular, the Internet) as two primary factors that make for a new competitive land-scape.60 They suggest a number of actions that organizations can take to addressthe uncertainty and turbulence in the external environment. These actions includedeveloping employee skills, effectively using new technology, developing neworganizational structures, and building cultures that foster learning and innovation.These methods obviously have a great deal to do with human resource develop-ment. We will add to and build upon these two lists to present six challengescurrently facing the field of HRD. These challenges include (1) competing in aglobal economy, (2) eliminating the skills gap, (3) increasing workforce diversity,

FIGURE 1-6 Emerging Workplace Trends

1. Drastic times, drastic measures: Uncertain economic conditions forceorganizations to reconsider how they can grow and be profitable

2. Blurred lines—life or work? New organizational structures are changing thenature of work for employees and HRD professionals.

3. Small world and shrinking: Global communication technology is changing theway people connect and communicate.

4. New faces, new expectations: Diversity in the workplace continues to rise.

5. Work be nimble, work be quick: The accelerated pace of change requiresmore adaptable employees and nimbler organizations.

6. Security alert! Concerns about security and about the ability of governmentsto provide protection have increased individual anxiety levels worldwide.

7. Life and work in the e-lane: Technology, especially the Internet, istransforming the way people work and live.

8. A higher ethical bar: Ethical lapses at the highest levels in large organizationshave shaken employees’ loyalty, trust, and sense of security.

SOURCE: Based on K. Colteryahn & P. Davis (2004). Eight trends you need to know. T&D, 58(1), January, 28–36.




Licensed to:

(4) meeting the need for lifelong individual learning, (5) facilitating organizationallearning, and (6) addressing ethical issues and dilemmas in a proactive and effectivemanner. Each of these challenges and their potential impact on HRD will be dis-cussed briefly in the following sections and further amplified in later chapters.

Competing in a Global EconomyAs companies increasingly compete in a global economy, many are introducingnew technologies that require better-educated and trained workers. In fact, inthe United States today, over one-half of all jobs require education beyondhigh school. Thus, successful organizations must hire employees with the knowl-edge to compete in an increasingly sophisticated market. Competing in theglobal economy requires more than educating and training workers to meetnew challenges. In addition to retraining the workforce, successful companieswill institute quality improvement processes and introduce change efforts (forexample, high involvement programs). The workforce must learn cultural sensi-tivity to better communicate and conduct business among different cultures andin other countries. Developing managers into global leaders has been identified asa major challenge for organizations.61 Developing globally competent managerswill be discussed in more detail in Chapter 13.62 As one example, TRW revisedtheir leadership development program to focus on global leadership issues. Theyused a combination of classroom and “in-the-field” action learning to preparetheir future leaders to more effectively deal with their global operations.63 Addi-tionally, employers are implementing new ways of managing their employees.Approaches to managing change will be discussed in Chapter 14.

Eliminating the Skills GapAs we discussed, for companies to compete successfully in a global economy, theymust hire educated workers; however, at least in the United States, portions of thepublic education system are in need of considerable reform. Almost 30 percent oftoday’s high school students fail to graduate, and employers must confront the factthat many young adults entering the workforce are unable to meet current jobrequirements. Even though the United States has one of the highest standards ofliving in the world, the Upjohn Institute for Employment Research reports thatbetween 25 and 40 percent of hourly employees have some basic skills deficiency.64

This skills gap poses serious consequences for American companies.65 Howcan trainees learn how to operate new equipment if they cannot read and com-prehend operating manuals? Furthermore, how can new employees be taught tomanipulate computer-controlled machines if they do not understand basic math?66

Obviously, the business community has a vested interest in education reform.There are some encouraging signs, however. For example, the Los Angeles publicschool system is offering a guarantee to employers, stating that if any high schoolgraduate is found to be deficient in basic skills, such as computation and writing, theschool system will retrain the graduate at no cost to the employer.

Other industrialized nations have made systematic changes in order to bridgethe skills gap. For example, Japan and Germany, two of the United States’ biggest


PART1FOUN

DATIONS

OFHUM

ANRESOURCE

DEVELOPM

ENT



Licensed to:

competitors, have educational systems that do a better job of teaching students thebasic skills needed by most employers. Among other things, Germany emphasizesvocational education and school-to-work transition programs so that school-agechildren can begin apprenticeship programs as part of their formal education.These and other approaches will be discussed in more detail in Chapter 9.

Increasing Workforce DiversityThe workforce has become increasingly more diverse, and this trend towarddiversity will continue.67 This includes increasing diversity along racial, ethnic,and gender lines, as well as an increasing percentage of the workforce that isover age fifty-five.68 Effectively managing diversity has been identified as oneof five distinguishing features of organizations that make it onto Fortune maga-zine’s list of 100 Best Companies.69 Diversity issues have several implications forHRD professionals. First, organizations need to address racial, ethnic, and otherprejudices that may persist, as well as cultural insensitivity and language differ-ences (this will be discussed in more detail in Chapter 15). Second, with theincreasing numbers of women in the workforce, organizations should continueto provide developmental opportunities that will prepare women for advance-ment into the senior ranks and provide safeguards against sexual harassment.Third, the aging of the workforce highlights the importance of creating HRDprograms that recognize and address the learning-related needs of both youngerand older workers (this will be discussed in Chapter 3). Diversity can be a catalystfor improved organizational performance—though this is far from a sure thing!70

The Need for Lifelong LearningGiven the rapid changes that all organizations face, it is clear that employees mustcontinue the learning process throughout their careers in order to meet these chal-lenges. This need for lifelong learning will require organizations (as well as govern-ments and society as a whole) to make an ongoing investment in HRD.71 Lifelonglearning can mean different things to different employees. For example, for semi-skilled workers, it may involve more rudimentary skills training to help them buildtheir competencies. To professional employees, this learning may mean takingadvantage of continuing education opportunities. This is particularly important forcertified professionals who are required to complete a certain number of continuingeducation courses to maintain their certification. To managers, lifelong learning mayinclude attending management seminars that address new management approaches.

The challenge to HRD professionals is to provide a full range of learningopportunities for all kinds of employees. One way that organizations are meetingthis challenge is by establishing multimedia learning centers (sometimes on theorganization’s intranet). These centers offer a variety of instructional technologiesthat can be matched to each trainee’s unique learning needs. Individual assessmentscan determine deficiencies or gaps in employees’ performance capabilities whilealso pointing out their preferred learning styles. For instance, self-motivatedemployees found to be deficient in arithmetic might be trained in an interactivevideo program allowing them to set their own pace. A multimedia learning center




Licensed to:

could also provide teleconferencing facilities for technical and professional employ-ees to participate in a seminar that is being conducted thousands of miles away.These and other different approaches to learning will be discussed in future chap-ters. What is clear, however, is that whether they use multimedia or other trainingapproaches, organizations must find a way to provide lifelong learning opportu-nities for all of their employees.

Facilitating Organizational LearningOrganization development scholars such as Chris Argyris, Richard Beckhard, andPeter Senge, author of the book The Fifth Discipline, have recognized that if orga-nizations are going to make fundamental changes, they must be able to learn,adapt, and change.72 A survey of HRD executives reported that 94 percent ofthe respondents felt that it is important for an organization to become a learningorganization.73 Chapter 14 includes a discussion of how macro-level organiza-tion transformation approaches can be used to help an organization adopt theprinciples of a learning organization.

Although such principles emphasize the organizational level, they also haveimplications at the group and individual levels. One challenge for HRD professionalsis facilitating a transition from traditional training programs to emphasizing threethings: learning principles and tactics; how learning relates to performance; andmore importantly, the relationship between learning and fundamental change.74

To do this, HRD professionals must develop a solid understanding of learning theoryand be able to devise learning tools that enhance individual development. Theseconcepts and tools will be discussed in more detail in Chapters 3, 9, and 12.

Addressing Ethical DilemmasThe recent flood of business scandals pose troubling questions for organizations,government, society, and business education.75 How could schemes such as thoseat Enron, WorldCom, Tyco, and other companies go on for so long? What arethe possibilities and limitations of legal and governmental actions (such as theSarbanes-Oxley Act)?76 What can business education do to promote an under-standing of ethics and ethical behavior among students and graduates?77

Ethical issues and dilemmas also arise for human resource development. Forexample, suppose you were asked to provide consulting services for an organiza-tion, and in the process of the work, you suspected that the primary intention ofthe manager(s) who hired you was to provide a rationale for closing the facility inwhich you did your consulting work.78 How would you respond? Are thereethical principles or guidelines to assist HRD professionals in handling such situa-tions? Efforts have been made to address these issues, particularly in the pastdecade. These include a seventeen-page report, “Standards on Ethics and Integ-rity,” produced by a sub-committee of the Academy of Human ResourceDevelopment.79 There are useful writings on the subject by Timothy Hatcher,as well as other work addressing difficult issues concerning the possibility of aglobal HRD Code of Ethics.80 We will be returning to these ethical issues atvarious points throughout the book.


PART1FOUN

DATIONS

OFHUM

ANRESOURCE

DEVELOPM

ENT



Licensed to:

A FRAMEWORK FOR THE HRD PROCESS

HRD programs and interventions can be used to address a wide range of issuesand problems in an organization. They are used to orient and socialize newemployees into the organization, provide skills and knowledge, and help indivi-duals and groups become more effective. To ensure that these goals are achieved,care must be taken when designing and delivering HRD programs.

Following from system theory, we argue that HRD interventions should bedesigned using a four-step process or sequence: needs assessment, design, imple-mentation, and evaluation. For ease of memory, this can be referred to as the“A DImE” framework (assess, design, implement, and evaluate). In this book, wewill use this four-phase process approach to describe HRD efforts: needs assess-ment, design, implementation, and evaluation (see Figure 1-7).81

Needs Assessment PhaseHRD interventions are used to address some need or gap within an organization.A need can be either a current deficiency, such as poor employee performance, or anew challenge that demands a change in the way the organization operates (e.g., newlegislation or increased competition). For example, in 2009, the Equal EmploymentOpportunity Commission (EEOC) sued Jack Marshall Foods, Inc., an Alabama-basedcompany that operates a Kentucky Fried Chicken restaurant in Monroeville, AL. TheEEOC alleged sexual harassment against female employees at this restaurant. The suitended with the company signing a consent decree in 2010 in which they agreed to

ASTD Code of Ethics

The Code of Ethics provides guidance to individualsto be self-managed, workplace learning and perfor-mance professionals. Clients and employers shouldexpect the highest possible standards of personalintegrity, professional competence, sound judgment,and discretion. Developed by the profession for theprofession, the Code of Ethics is the public declara-tion of workplace learning and performance profes-sionals’ obligations to themselves, their profession,and society. I strive to:

– Recognize the rights and dignities of eachindividual

– Develop human potential– Provide my employer, clients, and learners with

the highest level quality education, training, anddevelopment

– Comply with all copyright laws and the laws andregulations governing my position

– Keep informed of pertinent knowledge and com-petence in the workplace learning and perfor-mance field

– Maintain confidentiality and integrity in the prac-tice of my profession

– Support my peers and avoid conduct whichimpedes their practicing their profession

– Conduct myself in an ethical and honest manner– Improve the public understanding of workplace

learning and performance– Fairly and accurately represent my workplace

learning and performance credentials, qualifica-tions, experience, and ability

– Contribute to the continuing growth of theprofession

SOURCE: American Society for Training and Development (ASTD).Accessed on July 14, 2010 at: http://www.astd.org/ASTD/aboutus/missionAndVision/




Licensed to:

pay over $1 million to nineteen current and former employees, provide harassmenttraining at the store, and monitor harassment and discrimination issues in the future.82

Identifying needs involves examining an organization, its environment, job tasks, andemployee performance. This information can be used to:

• Establish priorities for expending HRD efforts

• Define specific training and HRD objectives

• Establish evaluation criteria

Design PhaseThe second phase of the training and HRD process involves designing the HRDprogram or intervention. If the intervention involves some type of training or devel-opment program, the following activities are typically carried out during this phase:

• Selecting the specific objectives of the program

• Developing an appropriate lesson plan for the program

FIGURE 1-7 Training and HRD Process Model

Design Implementation Evaluation

Defineobjectives

Selectevaluationcriteria

Developlesson plan

Develop/acquirematerials

Selecttrainer/leader

Select methodsand techniques

Schedule theprogram/intervention

Determineevaluationdesign

Conductevaluationof programor intervention

Deliver theHRD programor intervention

Interpretresults

Assessment

Assess needs

Prioritizeneeds


PART1FOUN

DATIONS

OFHUM

ANRESOURCE

DEVELOPM

ENT



Licensed to:

• Developing or acquiring the appropriate materials for the trainees to use

• Determining who will deliver the program

• Selecting the most appropriate method or methods to conduct the program

• Scheduling the program

Once the assessment phase has been completed, it is important to translate theissues identified in that phase into clear objectives for HRD programs. This shouldalso facilitate the development of clear lesson plans concerning what should bedone in the HRD program. Selecting the proper person to deliver the HRD pro-gram is also an important decision, and it can be difficult, depending on theresources available. If the organization employs a group of full-time HRD profes-sionals, the choice will depend largely on the expertise and work schedules ofthose professionals. However, if the organization does not have an HRD staff, itwill have to rely on other people, including managers, supervisors, coworkers, oroutside consultants. Using such individuals raises a host of issues, from costs to theirwillingness, ability, and availability to train.

The design phase also involves selecting and developing the content of theprogram. This means choosing the most appropriate setting for the program(e.g., on the job, in a classroom, online, or some combination), the techniquesused to facilitate learning (such as lecture, discussion, role play, simulation), andthe materials to be used in delivering the program (such as workbooks, job aids,web-based or web-enhanced materials, films, videos, Microsoft® PowerPoint®

presentations, etc.) Inherent in these decisions is the issue of whether to developthe program in-house or purchase it (or parts of it) from an outside vendor.

Scheduling the program may not be as easy as it appears. Issues to beresolved include lead time to notify potential participants, program length andlocation, covering participants’ regular job duties, and potential conflicts (suchas vacations, busy periods, and facility availability).

The needs assessment may also reveal that training is not the ideal solutionfor the issues or problems facing an organization. It may be that some manage-ment practice needs to be changed, or that changes need to be made in anotherhuman resource practice (such as staffing or compensation). It may also be thecase that a different type of HRD intervention is called for besides training, forexample, a change in the organization of work, or a change in the focus on totalquality or process reengineering. Such HRD interventions would not require alesson plan. However, other design issues occur with career management andorganizational development interventions (and these will be discussed in laterchapters of the text).

Implementation PhaseThe goal of the assessment and design phases is to implement effective HRDprograms or interventions. This means that the program or intervention mustbe delivered or implemented using the most appropriate means or methods (asdetermined in the design phase). Delivering any HRD program generally pre-sents numerous challenges, such as executing the program as planned, creating




Licensed to:

an environment that enhances learning, and resolving problems that may arise(missing equipment, conflicts between participants, etc.).

Evaluation PhaseProgram evaluation is the final phase in the training and HRD process. This is wherethe effectiveness of the HRD intervention is measured. This is an important butoften underemphasized activity. Careful evaluation provides information on partici-pants’ reaction to the program, howmuch they learned, whether they use what theylearned back on the job, and whether the program improved the organization’seffectiveness. HRD professionals are increasingly being asked to provide evidenceof the success of their efforts using a variety of “hard” and “soft” measures, that is,both bottom line impact, as well as employee reaction.83 This information allowsmanagers to make better decisions about various aspects of the HRD effort, such as:

• Continuing to use a particular technique or vendor in future programs

• Offering a particular program in the future

• Budgeting and resource allocation

• Using some other HR or managerial approach (like employee selection orchanging work rules) to solve the problem

It is important that HRD professionals provide evidence that HRD pro-grams improve individual and organizational effectiveness. Armed with thisinformation, HRD managers can better compete with managers from otherareas of the organization when discussing the effectiveness of their actions andvying for organizational resources.

ORGANIZATION OF THE TEXT

This text is organized into three parts: foundation, framework, and applications. Thepicture we would convey is that of building a new home or other structure. First,Part 1 of the book, which includes Chapters 1 through Chapter 3, presents founda-tional material. Part 1 is meant to ensure that the reader has a strong base of founda-tional concepts before exploring the HRD process and the various ways that HRD ispracticed in organizations. As you have just seen, Chapter 1 presents an overview ofHRD, including three of its major areas of emphasis: training and development,career development, and organizational development. Because all HRD effortsinvolve trying to bring about changes in learning and behavior, it is important foryou to understand why people in the workplace behave the way they do and howpeople learn. These issues are the focus of Chapters 2 and 3. Chapter 2 explores themajor factors that affect workplace behavior, and Chapter 3 focuses on how peoplelearn, the factors that affect learning, and ways to maximize learning.

Part 2 of the book includes Chapters 4 through Chapter 7. In these chapters,we describe the HRD and training process, focusing on the activities describedearlier, namely needs assessment, design, implementation, and evaluation. Thesechapters are anchored in the framework shown in Figure 1-7 and provide the heart


PART1FOUN

DATIONS

OFHUM

ANRESOURCE

DEVELOPM

ENT



Licensed to:

or main story line of the book. Chapter 4 details the importance of assessing theneed for HRD and the approaches that can be used to perform a needs assess-ment. Chapter 5 focuses on designing HRD interventions based on the informa-tion obtained from the needs assessment. Activities discussed in this chapterinclude establishing program objectives and content, selecting a trainer, HRDmethods and media, and the practical issues involved in delivering the program.Chapter 6 emphasizes implementation issues and highlights the different types oftraining methods available to deliver training content, both in the traditional trainingclassroom and via technology. Chapter 7 completes our discussion of the HRDprocess by explaining the importance of evaluating HRD efforts and demonstrat-ing ways an evaluation can be done to ensure decisions made about HRD pro-grams are based on meaningful and accurate information. Because of theincreased importance of technology to all phases of the HRD process, we haveadded new material in each of the chapters in Part 2 to highlight how technologyis impacting and changing the way HRD is conducted.

The remainder of the book, Part 3, focuses on particular topic areas withinhuman resource development, that is, HRD applications. With so many methodsavailable to choose from, one can feel like Alice in Wonderland; that is, havingfallen down a rabbit hole, Alice finds many doors available, with little idea ofwhich one to choose!84 We have selected what we think are the most important

Copyright

©JonM.W

erner.Reproduced

bypermission.




Licensed to:

HRD topics and methods to address in Part 3 of the book. These topics line up wellwith both the old and new learning wheels described earlier in the chapter.

Chapters 8 through 12 focus more on individual-level employee develop-ment issues, from orientation to career development. Chapter 8 discusses thesocialization process, its importance to employee and organizational effectiveness,and how orientation programs can be used to facilitate successful socialization.Chapter 9 describes skills training programs, including ways to ensure thatemployees possess the specific skills (such as literacy, technological, and interper-sonal skills) that they need to perform effectively and contribute to an organiza-tion’s success. Chapter 10 discusses the importance of coaching as an employeedevelopment process and explains how supervisors and line managers can suc-cessfully fulfill their critical coaching responsibilities. Chapter 11 provides anoverview of employee counseling as a way to help employees overcome personaland other problems (such as substance abuse or stress) and remain effective in theworkplace. Finally, Chapter 12 focuses on career development as a way to ensurean organization’s members can be prepared to meet their own and the organiza-tion’s needs over the course of their working lives.

The final three chapters in the book focus on more macro issues in HRD.Chapter 13 discusses how individuals can be developed to fulfill the multifacetedchallenge of becoming effective managers. Chapter 14 explores how HRD can beused to prepare organizations for change, including ways to diagnose organizationalproblems and how to create and implement intervention strategies to improveindividual, group, and organizational effectiveness. Chapter 15 closes the bookwith a discussion of the challenges organizations face as the workforce becomesincreasingly diverse, and the role HRD can play in meeting these challenges andachieving the goal of full participation by all members of an organization.

We think you will find this to be an exciting and dynamic field. Everyoneworking in an organization of any size is impacted by human resource devel-opment. Whether you currently work in the field, some day hope to do so, orsimply want to learn more about HRD, you will be impacted by the topicsdiscussed in this book.85 Our hope is that you will study and learn the contentof this book, enjoy the process (really!), and then apply what you learn toyour own work experiences. The concepts and models in this book canmake you a more effective employee, manager, or trainer/HRD professional.The text before you (along with the materials available on the Cengage web-site) are our part. Your professor or instructor will add her or his part. But thelast piece of the equation is yours—what will you put into and get out of yourstudy of the field of human resource development? Enjoy the journey!

RETURN TO OPENING CASE

Like almost all organizations in the past decade, K-Bankfaced many challenging issues as it sought to promoteemployee growth and development in the midst of tur-bulent economic and political developments. Many of

the issues they faced have been mentioned in thischapter. Your instructor has additional information con-cerning what was done at K-Bank to develop employ-ees and managers throughout the organization.


PART1FOUN

DATIONS

OFHUM

ANRESOURCE

DEVELOPM

ENT



Licensed to:

SUMMARY

This chapter traced several historical events that contributed to the establishmentof human resource development. Early training programs (such as apprentice-ships) focused on skilled training. At the turn of the twentieth century, moreemphasis was placed on training semiskilled workers. Training departments aswe know them today were introduced in many large companies during WorldWar II. The establishment of the professional trainer led to the formation of aprofessional society (ASTD). This culminated in the 1980s when ASTD, in part-nership with the academic community, officially recognized the professional des-ignation of human resource development (HRD).

HRD, as part of a larger human resource management system, includestraining and development, career development, and organization developmentprograms and processes. HRD managers and staff must establish working relation-ships with line managers to coordinate HRD programs and processes throughoutthe organization. To be effective, HRD professionals must possess a number ofcompetencies and must be able to serve in a number of roles. These roles willhelp the HRD professional meet the challenges facing organizations in this newcentury. These challenges include increasing workforce diversity, competing in aglobal economy, eliminating the skills gap, meeting the need for lifelong learning,becoming a learning organization, and addressing ethical dilemmas. The systems orHRD process framework (A DImE—assess, design, implement, evaluate) was pre-sented as the major framework for promoting effective HRD efforts. The remain-der of the book expands upon the concepts introduced in this chapter.

KEY TERMS AND CONCEPTS

American Society for Training andDevelopment (ASTD)apprenticeship trainingcareer developmentcareer managementcareer planningcoachingcompetenciescounselingcraft guildsemployee orientationhigh performance work systemsHR strategic advisorHR systems designer and developerhuman relations

human resource certification institute(HRCI)human resource development (HRD)human resource management (HRM)individual developmentindividual development and careercounselorinstructor/facilitatorlearning organizationlearning program specialist (orinstructional designer)management training anddevelopmentorganization change agentorganization design consultant




Licensed to:

organization development (OD)performance consultant (or coach)researcher

skills and technical trainingtraining and development

QUESTIONS FOR DISCUSSION

1. Do supervisors have HRD responsibilities? If so, how do they coordinatethese with HRD professionals?

2. In your opinion, what HRD skills or competencies does an HRD managerneed? How are these skills and competencies learned?

3. What qualities do you think an HRD professional must possess to be effec-tive in an organization of approximately 1,000 employees? How might youranswer be different for an organization with 10,000 employees? Supportyour answers.

4. Briefly describe an HRD effort in a familiar organization. Was it successful?If so, why? If not, what contributed to its failure?

5. A manager states that “HRDmust become more strategic.”What does this state-ment mean, and what can HRD professionals do to practice “strategic HRD?”

6. Which challenges to HRD professionals discussed in this chapter willdirectly affect your present or future working environment? What additionalchallenges do you foresee affecting HRD?

EXERCISE: INTERVIEW AN HRD PROFESSIONAL

Conduct an informational interview with an HRD professional. This could besomeone working in the areas of training and development, career development,or organizational development. Some of the questions you might ask include(1) what do they do in their job? (2) what has changed in their job over the pastfive to ten years? and (3) where do they see the HRD field going in the next fiveto ten years? Your instructor will give you guidelines as to the appropriate lengthand format for the written document you turn in for this assignment.


PART1FOUN

DATIONS

OFHUM

ANRESOURCE

DEVELOPM

ENT



Licensed to:

ENDNOTES

Chapter 11.1 Gold, J., & Thorpe, R. (2008). ‘Training, it’s a load of crap!’:

The story of the hairdresser and his ‘Suit.’ Human ResourceDevelopment International, 11(4), 385–399; Kusluvan, S.,Kusluvan, Z., Ilhan, I., & Buyruk, L. (2010). The humandimension: A review of human resources management issuesin the tourism and hospitality industry. Cornell HospitalityQuarterly, 51(2), 171–214; Vyas, L. (2010). Balancingoutlook: Assessment of public service training in Hong Kongby providers and clients. Public Personnel Management, 39(2),149–167.

1.2 Paradise, A., & Patel, L. (2009). 2009 State of the industryreport. Alexandria, VA: ASTD; Patel, L. (2010). 2010 Stateof the industry report. Alexandria, VA: ASTD.

1.3 Langbert, M. (2000). Professors, managers, and humanresource education. Human Resource Management, 39, 65–78.

1.4 Greenspan, A. (2004). The critical role of education inthe nation’s economy. Remarks at the Greater OmahaChamber of Commerce 2004 Annual Meeting, Omaha,Nebraska, February 20. Retrieved June 1, 2007 from http://www.federalreserve.gov/boarddocs/speeches/2004/200402202/default.htm

1.5 Swanson, R. A. (2007). Defining intergalactic humanresource development (HRD). Human Resource DevelopmentInternational, 10(4), 455–457.

1.6 Jacobs, R. L., & Park, Y. (2009). A proposed conceptualframework of workplace learning: Implications for theorydevelopment and research in human resource development.Human Resource Development Review, 8(2), 133–150.

1.7 McLean, G. N., & McLean, L. (2001). If we can’t defineHRD in one country, how can we define it in aninternational context? Human Resource DevelopmentInternational, 4(3), 313–326.

1.8 Steinmetz, C. S. (1976). The history of training. InR. L. Craig (Ed.), Training and development handbook(pp. 1–14). New York: McGraw-Hill.

1.9 Hodges, H. G., Ziegler, R. J. (1963). Managing the industrialconcern. Boston: Houghton Mifflin.

1.10 Forbath, W. E. (1985). The ambiguities of free labor: Laborand the law in the gilded age. Wisconsin Law Review,767–800; Miller, V. A. (1987). The history of training. InR. L. Craig (Ed.), Training and development handbook (pp.3–18). New York: McGraw-Hill.

1.11 Nadler, L., & Nadler, Z. (1989). Developing human resources.San Francisco: Jossey-Bass.

1.12 Steinmetz (1976), supra note 8.1.13 Pace, R. W., Smith, P. C., & Mills, G. E. (1991). Human

resource development. Englewood Cliffs, NJ: PrenticeHall.1.14 Steinmetz (1976), supra note 8.1.15 Miller (1987), supra note 10.1.16 Barnard, C. (1938). The functions of the executive. Cambridge,

MA: Harvard University Press.1.17 Maslow, A. H. (1943). A theory of human behavior.

Psychological Review, 50, 370–396.1.18 Miller (1987), supra note 10.

1.19 Nadler & Nadler (1989), supra note 11.1.20 Nadler & Nadler (1989), supra note 11; Nadler, L. (Ed.)

(1990). The handbook of human resource development (2nd ed.).New York: Wiley.

1.21 Gilley, J. W., & Maycunich, A. (1998). Strategically integratedHRD: Partnering to maximize organizational performance.Reading, MA: Perseus Books; Grieves, J. (2003). Strategichuman resource development. Thousand Oaks, CA: Sage;Yorks, L. (2005). Strategic human resource development.Mason, OH: South-Western; Anderson, V. (2009).Desperately seeking alignment: Reflections of senior linemanagers and HRD executives. Human Resource DevelopmentInternational, 12(3), 263–277. Kormanik, M., & Shindell, T.(2009). Perspectives on HRD Scholar-Practitioners: CurrentIssues, Strategic Possibilities, and Next Steps. Advances inDeveloping Human Resources, 11(4), 536–547.

1.22 Parry, S. B. (2000). Training for results: Key tools andtechniques to sharpen trainers’ skills. Alexandria, VA:The American Society for Training and Development;Willmore, J. (2004). The future of performance. T&D,58(8), 26–31; Kirby, J. (2005, July–August). Toward atheory of high performance. Harvard Business Review,83(7/8), 30–39; Messersmith, J., & Guthrie, J. (2010).High performance work systems in emergentorganizations: Implications for firm performance. HumanResource Management, 49(2), 241–264. ISPI (2011).Accessed on January 12, 2011 at: http://www.ispi.org/default.aspx.

1.23 ASTD 2009 Annual Report. Accessed on July 9,2010 at: http://www.astd.org/NR/rdonlyres/7F55BD31-FAC0-4F11-BE7D-A5057A3ADA75/0/2009Annualreportwebversion.pdf

1.24 McLagan, P. A. (1989). Models for HRD practice. Trainingand Development Journal, 41(9), 49–59.

1.25 Ketter, P. (2006). Training versus development. T&D, 60(5),78; Talerngsri, A. (2010). Training versus development,Bangkok Post, November 25, Business. Accessed on January10, 2011 at: http://www.bangkokpost.com/business/economics/208029/training-versus-development

1.26 Beckhard, R. (1969). Organization development:Strategies and models. Reading, MA: Addison-Wesley;Alderfer, C. P. (1977). Organization development. AnnualReview of Psychology, 28, 197–223; Beer, M., & Walton, E.(1990). Developing the competitive organization: Interven-tions and strategies. American Psychologist, 45, 154–161.

1.27 Greenhaus, J. H. (1987). Career management (p. 9). Hinsdale,IL: Dryden Press.

1.28 Sullivan, S. E., & Baruch, Y. (2009). Advances in careertheory and research: A critical review and agenda for futureexploration. Journal of Management, 35, 1542–1571.

1.29 Bernthal, P. R., Colteryahn, K., Davis, P., Naughton, J.,Rothwell, W. J., & Wellins, R. (2004). Mapping thefuture: Shaping new workplace learning and performancecompetencies. Alexandria, VA: The American Society forTraining and Development.

577



Licensed to:

1.30 Mabey, C. (2003). Reframing human resource development.Human Resource Development Review, 2(4), 430–452;Ruona, W. E. A., & Gibson, S. K. (2004). The making oftwenty-first-century HR: An analysis of the convergence ofHRM, HRD, and OD. Human Resource Management, 43(1),49–66; van der Veen, R. (2006). Human ResourceDevelopment: Irreversible trend or temporary fad? HumanResource Development Review, 5(1), 3–7; Kahnweiler, W. M.(2009). HRD as a profession: Current status and futuredirections. Human Resource Development Quarterly, 20,219–229; McLean, G. N. (2010). Human resourcedevelopment scholar as rebel. Human Resource DevelopmentQuarterly, 21, 317–320.

1.31 Wheelen, T. L., & Hunger, J. D. (1986). Strategicmanagement and business policy (2nd ed.). Reading, MA:Addison-Wesley; Daft, R. L. (1995). Understandingmanagement. Fort Worth, TX: Dryden Press; Hambrick,D. C., & Fredrickson, J. W. (2005). Are you sure you havea strategy? Academy of Management Executive, 19, 51–62;Bungay, S. (2011). How to make the most of your company’sstrategy. Harvard Business Review, 89(1/2), 132–140.

1.32 Dyer, L. (1984). Studying strategy in human resourcemanagement: An approach and an agenda. IndustrialRelations, 23(2), 156–169; Schuler, R. S. (1992). Strategichuman resources management: Linking the people with thestrategic needs of the business. Organizational Dynamics, 21,18–32; Ulrich, D. (1997). Human resource champions. Boston:Harvard Business School Press; Bamberger, P., & Meshoulam,I. (2000). Human resource strategy: Formulation,implementation, and impact. Thousand Oaks, CA: Sage; Quinn,R.W., & Brockbank, W. (2006). The development of strategichuman resource professionals at BAE Systems.Human ResourceManagement, 45(3), 477–494; Mello, J. A. (2011) Strategichuman resource management, 3rd edition. Mason, OH: South-Western Cengage Learning.

1.33 Van Buren, M. E., & Werner, J. M. (1996). Highperformance work systems. Business & Economic Review,43–1, 15–23; Den Hartog, D. N. & Verburg, R. M. (2004).High performance work systems, organisational culture andfirm effectiveness. Human Resource Management Journal,14(1), 55–78; Chuang, C., & Liao, H. (2010). Strategichuman resource management in service context: Taking careof business by taking care of employees and customers.Personnel Psychology, 63(1), 153–196.

1.34 Van Buren & Werner (1996), supra note 33.1.35 Rothwell, W. J., & Kazanas, H. C. (2004). The strategic

development of talent (2nd ed.). Amherst, MA: HRD Press;Gordon, J. (2005, April). CLO: A strategic player? Training,42(4), 14–19; Chatman, J., O’Reilly, C., & Chang, V.(2005). Cisco Systems: Developing a human capital strategy.California Management Review, 47(2), 137–167; Gubbins, C.,Garavan, T., Hogan, C., & Woodlock, M. (2006).Enhancing the Role of the HRD Function: The Case of aHealth Services Organisation. Irish Journal of Management,27(1), 171–206; Svensson, L., Randle, H., & Bennich, M.(2009) Organising workplace learning: an inter-organisationalperspective. Journal of European Industrial Training, 33(8/9),771–786.

1.36 Anderson (2009), supra note 21; Torraco, R. J., & SwansonR. A. (1995). The strategic roles of human resourcedevelopment. Human Resource Planning, 18(4), 10–29.

1.37 Ellis, K., & Gale, S. F. (2001). A seat at the table. Training,38(3), March, 90–97.

1.38 Industry Report. (1996). Who’s learning what? Training,33(10), 55–66.

1.39 Fulmer, R. M., Stumpf, S. A., & Bleak, J. (2009) Thestrategic development of high potential leaders, Strategy &Leadership, 37(3), 17–22.

1.40 Williamson, A. D. (1995). Becton-Dickinson (C): Humanresource function. Boston: Harvard Business School, Case9-491–154.

1.41 Watad, M., & Ospina, S. (1999). Integrated managerialtraining: A program for strategic management development.Public Personnel Management, 28, 185–196; (2010). HRtackles budget cuts by sharpening focus of L&D. PeopleManagement, 9; (2009). Gaining Support for EmployeeTraining During a Time of Budget Cuts. ABA BankMarketing, 41(7), 3.

1.42 Gonzales, B., Ellis, Y. M., Riffel, P. J. & Yager, D.(1999). Training at IBM’s human resource center: Linkingpeople, technology, and HR processes. Human ResourceManagement, 38, 135–142.

1.43 Phillips, J. J. (1996). How much is the training worth?Training & Development, 50(4), 20–24; Ketter, P. (2006).Investing in learning: Looking for performance. T&D,60(12), 30–33; Willyerd, K., & Pease, G. A. (2011). Howdoes social learning measure up? T&D, 65(1), 32–37.

1.44 Marques, J. F. (2006). The new human resource department:A cross-functional unit. Human Resource DevelopmentQuarterly, 17(1), 117.

1.45 Bernthal et al. (2004), supra note 29.1.46 Santora, F. R. (2005). The training director’s role. Training,

42(12), 50; see Chief Learning Officer Magazine at: http://www.clomedia.com/ Accessed on January 12, 2011.

1.47 Gonzales et al. (1999), supra note 42.1.48 Salary.com (2010). Accessed on July 9, 2010 at: http://swz.

salary.com/salarywizard/layouthtmls/swzl_compresult_national_EX05000235.html.

1.49 McLagan, P. (1996). Great ideas revisited. Training &Development, 50(1), 60–65.

1.50 Kiser, K. (1999, August). Hot jobs. Training, 36(8),28–35.

1.51 Bernthal et al. (2004), supra note 29; Rothwell, W., &Wellins, R. (2004). Mapping your future: Puttingnew competencies to work for you. T&D, 58(5), 94–101.

1.52 ASTD (2010). ASTD Certification. Accessed on July 14,2010 at: http://www.astd.org/content/ASTDcertification/

1.53 2011 Certification Handbook (2011). Accessed on August 9,2011 at: http://www.hrci.org/Handbook/

1.54 HRCI (2010). HR certification statistics. Accessed on July14, 2010 at: http://www.hrci.org/HRCertification.aspx?id=2147483768

1.55 AHRD (2010). Accessed on July 14, 2010 at: http://www.ahrd.org/

1.56 Ibid.1.57 Graduate programs in HR management (2010). Accessed on

July 14, 2010 at: http://www.shrm.org/about/foundation/hrdegreeprograms/graduate/Pages/default.aspx

1.58 Ketter (2006), supra note 43; ASTD Benchmarking Forum(2010). Accesed on July 14, 2010 at: http://www.astd.org/membership/forums/benchmarking/Index.htm

1.59 Bernthal et al. (2004), supra note 29; Colteryahn, K., &Davis, P. (2004). Eight trends you need to know. T&D,58(1), 28–36.

1.60 Hitt, M. A., Keats, B. W., & DeMarie, S. M. (1998).Navigating in the new competitive landscape: Building

578 Endnotes



Licensed to:

strategic flexibility and competitive advantage in the 21stcentury. Academy of Management Executive, 12, 22–42.

1.61 Dotlich, D. L., & Noel, J. L. (1998). Action learning: How theworld’s top companies are re-creating their leaders and themselves.San Francisco: Jossey-Bass; Black, J. S., & Gregersen, H. B.(2000). High impact training: Forging leaders for the globalfrontier. Human Resource Management, 39(2/3), 173–184;Terry, J. (2007). Motivating a multicultural workforce.Industrial and Commercial Training, 39(1), 59–64.

1.62 Brewster, C., & Suutari, V. (2005). Global HRM: Aspects ofa research agenda. Personnel Review, 34(1), 5–21;Kohonen, E. (2005). Developing global leaders throughinternational assignments: An identity constructionperspective. Personnel Review, 34(1), 22–36.

1.63 Neary, D. B., & O’Grady, D. A. (2000). The Role ofTraining in Developing Global Leaders: A Case Study atTRW Inc. Human Resource Management, 39(2/3), 185–193;Neary, D. B. (2002). Creating a Company-wide, On-line,Performance Management System: A Case Study at TRWInc. Human Resource Management, 41(4), 491–498; “TRWand RNLI Launch Rescues” (2003). Human ResourceManagement International Digest, 11(7), 26–28.

1.64 Sorohan, E. G. (1995). High performance skill survey.Training & Development, 49(5), 9–10.

1.65 Davenport, R. (2006, February). Eliminate the skills gap.T & D, 60(2), 26–33; Galagan, P. (2009). Bridging the SkillsGap - Part I. Public Manager, 38(4), 61–67.

1.66 Judy, R. W., & D’Amico, C. (1997). Workforce 2020: Workand workers in the 21st century. Indianapolis, IN: HudsonInstitute; Wentling, R. M. (2004). Factors that assist and barriersthat hinder the success of diversity initiatives in multinationalcorporations. Human Resource Development International, 7(2),165–180; Pitts, D., & Wise, L. (2010). Workforce Diversity inthe New Millennium: Prospects for Research. Review of PublicPersonnel Administration, 30(1), 44–69.

1.67 Gordon, E. E. (2005, January). The 2010 crossroad.Training, 42(1), 33–35; Koc-Menard, S. (2009). Trainingstrategies for an aging workforce. Industrial & CommercialTraining, 41(6), 334–338.

1.68 Joyce, K. (2003). Lessons for employers from Fortune’s “100Best.” Business Horizons, 46(2), 77–84; Fortune (2010). Topcompanies: Most diverse. Accessed on July 16, 2010 at:http://money.cnn.com/magazines/fortune/bestcompanies/2010/minorities/index.html

1.69 Jayne,M. E. A., &Dipboye, R. L. (2004). Leveraging diversity toimprove business performance: Research findings andrecommendations for organizations. Human ResourceManagement, 43(4), 409–424; Shoobridge, G. E. (2006). Multi-ethnic workforce and business performance: Review andsynthesis of the empirical literature. Human ResourceDevelopment Review, 5(1), 92–137; Pitts, D. (2009). DiversityManagement, Job Satisfaction, and Performance: Evidence fromU.S. Federal Agencies. Public Administration Review, 69(2),328–338.

1.70 Lifelong learning (2006). T & D. 60(10), 52–54; Jarvis, P.(2010). Inquiry into the Future of Lifelong Learning.International Journal of Lifelong Education, 29(4), 397–400.

1.71 Senge, P. M. (1990). The fifth discipline: The art &practice of the learning organization. New York: Doubleday;Senge, P. M., Kleiner, A., Roberts, C., Roth, G., Ross, R.,& Smith, B. (1999). The dance of change: The challenges tosustaining momentum in learning organizations. New York:Doubleday/Currency.

1.72 Gephart, M. A., Marsick, V. J., Van Buren, M. E., &Spiro, M. S. (1996). Learning organizations come alive.Training & Development, 50(12), 35–45.

1.73 Argyris, C. (1994). The future of workplace learning andperformance. Training & Development, 48(5), S36–S47.

1.74 Beggs, J. M., Lund Dean, K., Gillespie, J., & Weiner, J.(2006). The unique challenges of ethics instruction. Journal ofManagement Education, 30(1), 5–10.

1.75 Henry, D. (2007, January 29). Not everyone hates Sarbox.Business Week, 4019, 37; Manzi, J. (2007, May 14);McCraw, H., Moffeit, K., & O’Malley, J. (2009). AnAnalysis of the Ethical Codes of Corporations and BusinessSchools. Journal of Business Ethics, 87(1), 1–13.

1.76 Lund Dean, K., & Beggs, J. M. (2006). Universityprofessors and teaching ethics: Conceptualizations andexpectations. Journal of Management Education, 30(1), 15–44;Gosen, J., & Werner, J. (2006). A direct approach to teachingbusiness ethics. Developments in Business Simulation andExperiential Learning, 33, 284–288; Tomlinson, E. C. (2009).Teaching an interactionist model of ethics: Two brief casestudies. Journal of Management Education, 33(2), 142–165.

1.77 Taken from Hatcher, T. (2002, August). Speaking ofethics—Legal or right? T & D, 56(8), 62–64.

1.78 Standards on ethics and integrity (1999). Academy of HumanResource Development. Accessed on July 14, 2010 at: http://www.ahrd.org/displaycommon.cfm?an=1&subarticlenbr=17

1.79 Hatcher, T. (2002). Ethics and HRD: A new approach toleading responsible organizations. Cambridge, MA: PerseusPublishing; Russ-Eft, D., & Hatcher, T. (2003). The issue ofinternational values and beliefs: The debate for a globalHRD code of ethics. Advances in Developing HumanResources, 5(3), 296–307; Hatcher, T. (2006). Anexamination of the potential of human resource development(HRD) to improve organizational ethics. In J. R. Deckop(Ed.), Human resource management ethics (pages 87–110).Greenwich, CT: Information Age Publishing; Keep, J.(2007). Fitness to Practice: Can Well-Balanced, SupportedHRD Practitioners Better Deal with Ethical and MoralConundrums? Human Resource Development International,10(4), 465–473; Ardichvili, A., & Jondle, D. (2009). Integrativeliterature review: Ethical business cultures: A literature reviewand implications for HRD. Human Resource DevelopmentReview, 8(2), 223; Craft, J. L. (2010). Making the case forongoing and interactive organizational ethics training. HumanResource Development International, 13(5), 599–606.

1.80 Goldstein, I. L. (1974). Training: Program developmentand evaluation. Monterey, CA: Brooks/Cole. Another popularacronym is “ADDIE,” which stands for analysis, design,develop, implement, and evaluate, cf., Roberts, P. B. (2006).Analysis: The defining phase of systematic training. Advancesin Developing Human Resources, 8(4), 476–491. Foralternatives to a systems approach to HRD, seeMcClernon, T. (2006). Rivals to systematic training. Advancesin Developing Human Resources, 8(4), 442–459.

1.81 Alabama KFC owner to pay more than $1 million to settleEEOC sexual harassment suit (2010, April 15). EEOC PressRelease. Accessed on July 16, 2010 at: http://www.eeoc.gov/eeoc/newsroom/release/4-15-10a.cfm; Henneman, T. (2006).After high court rulings, firms maywant to lake long look at anti-harassment strategies.Workforce Management, 85(14), 33–35.

1.82 Goldwasser, D. (2001). Beyond ROI. Training, 38(1), 82–87;Bassi, L., & McMurrer, D. (2007). Maximizing your returnon people. Harvard Business Review, 85(3), 115–123.

Endnotes 579



Licensed to:

1.83 Clinard, H. (1979, August). Interpersonal communication skillstraining. Training and Development Journal, 33(8), 34–38.

1.84 Rossi, J. (2006). Twenty-somethings in training. T&D,60(11), 50–53; Dolezalek, H. (2007). X-Y Vision. Training,44(6), 22–27; Wheeler, L. (2009). One for the Ages. T+D,63(5), 33–35; Garrity, R. (2010). Workforce training for anew generation. Power Engineering, 114(11), 18, 184.

580 Endnotes



This page contains problems for this chapter only

Human Resource Development, 6th ed

Documents

Transcript of Human Resource Development, 6th ed