Umfang:
1 Online-Ressource (194 pages)
ISBN:
9783030489007
Anmerkung:
Description based on publisher supplied metadata and other sources
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Intro -- Contents -- About the Authors -- List of Figures -- List of Tables -- 1 Introduction -- References -- 2 Definitions and the Evolution of Learning and Development Research and Practice -- 2.1 Introduction -- 2.2 Definitions of Key L& -- D Concepts -- 2.2.1 Learning -- 2.2.2 Training -- 2.2.3 Development and Education -- 2.2.4 Human Resource Development (HRD) and Workplace Learning -- 2.3 The Early Industry Origins of Training in Organisations and Initial Research Efforts -- 2.4 The Emergence of the Classroom and Structured on-the-Job Training in Organisations -- 2.5 E-Learning, Digitisation and a Focus on Context in Understanding the Effectiveness of Learning and Development in Organisations -- 2.6 The Emergence of Business Partnering Approaches, Blended and Social Learning -- 2.7 Summary -- References -- 3 Theoretical Perspectives and Context of Learning and Development Effectiveness in Organisations -- 3.1 Introduction -- 3.2 Theoretical Perspectives on Learning and Development -- 3.2.1 The Universalistic Approach to Learning and Development -- 3.2.2 Contingency Approach to L& -- D -- 3.2.3 Configurational Approach to L& -- D -- 3.2.4 Architectural Approach to L& -- D -- 3.3 Theories Used to Explain the Link Between L& -- D, Individual and Organisational Performance -- 3.3.1 Human Capital Theory -- 3.3.2 The Resource-Based View and Learning & -- Development -- 3.3.3 The Behavioural Approach -- 3.3.4 Ability-Motivation-Opportunity Theory -- 3.3.5 Attribution Theory and L& -- D -- 3.3.6 Social Exchange Theory -- 3.4 The Changing Context of Learning and Development Effectiveness -- 3.4.1 Organisational Strategy -- 3.4.2 Organisation Structure -- 3.4.3 Organisation Cultures, Climate and Mind-Set -- 3.4.4 The Changing Nature of Careers -- 3.4.5 Changing Nature of Jobs and Work Design
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3.4.6 The Changing Nature of Employee Contracting -- 3.4.7 The Emergence of Talent Management -- 3.4.8 Personal Initiative and L& -- D -- 3.5 Summary -- References -- 4 A Model of Learning and Development Effectiveness in Organisations -- 4.1 Introduction -- 4.2 Learning and Development Inputs -- 4.2.1 Environmental Inputs to L& -- D -- 4.2.2 Organisational Inputs to L& -- D -- 4.3 Individual Inputs to Learning and Development -- 4.3.1 Trainee Level of Knowledge and Cognitive Ability, Dispositions and Values -- 4.3.2 Trainee Motivation and Self-efficacy, Instrumentality and Goals -- 4.3.3 Trainee Level Within Organisation -- 4.3.4 Trainee Affective States and Behavioural Characteristics -- 4.4 Training Design Inputs -- 4.4.1 Organisation Training Needs Analysis Process -- 4.4.2 Training Attendance Policy -- 4.4.3 Training Design Characteristics -- 4.4.4 Trainer Instructor Characteristics -- 4.5 Individual and Organisational Related Reactions to Training -- 4.5.1 Learner Reactions to Training -- 4.5.2 Organisation-Level Reactions to the Training -- 4.6 Learning Outcomes from Training -- 4.6.1 Individual-Level Learning Outcomes -- 4.6.2 Organisational-Level Learning Outcomes -- 4.7 Learning Transfer-Organisational and Individual Levels -- 4.7.1 Trainee Transfer -- 4.7.2 Organisation-Level Transfer -- 4.8 Firm-Level Human Resource Outcomes -- 4.9 Emergence Enablers -- 4.10 Operational Firm-Level Outcomes -- 4.11 Financial Performance Outcomes -- 4.12 Summary -- References -- 5 The Current State of Research on Training Effectiveness -- 5.1 Introduction -- 5.2 What Do We Know About the Effectiveness of Each Component of Our Integrated Model? -- 5.3 What Emphasis Has Been Given to Different Components of Our Model? -- 5.4 How Should Organisations Approach the Design, Delivery and Implementation of Training to Maximise Training Effectiveness?
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References -- 6 Suggestions for Research and Practice -- 6.1 Introduction -- 6.2 Recommendations on the Content of Empirical Training Effectiveness Research -- 6.2.1 Linking Individual-Level Learning Outcomes to Organisational Performance -- 6.2.2 The Role of Emergence Enablers -- 6.2.3 Mediating Mechanisms and Boundary Conditions -- 6.3 Recommendations for Research Design -- 6.3.1 Using More Rigorous Research Designs and Capturing Context -- 6.3.2 Gathering Data from Multiple Stakeholders or Organisational Actors -- 6.3.3 Addressing Causality and Reverse Causality -- 6.4 Implications for Practice -- 6.5 Conclusions -- References -- Index
Weitere Ausg.:
Erscheint auch als Druck-Ausgabe Garavan, Thomas N. Learning and Development Effectiveness in Organisations Cham : Springer International Publishing AG,c2020 ISBN 9783030488994
Sprache:
Englisch
