Human resource development in changing organizations
著者
書誌事項
Human resource development in changing organizations
Quorum Books, 1992
大学図書館所蔵 全17件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references (p. [247]-261) and index
内容説明・目次
内容説明
This book recognizes that organizations do all they can to increase their chances for survival and growth, especially in changing and often tough economic times. The book shows how human resource development can help by being action-oriented and tailored to the organization's changing requirements. Close working relationships are needed between human resource professionals and corporate executives to ensure that employee development policies support the organization and that organizational initiatives take human resource considerations into account. The authors, who have considerable management and administrative experience in dynamic organizations, show how to establish and refine human resource policies and programs to meet the needs of changing organizations.
The book begins by examining directions for organizational change, including mergers, downsizing, restructuring, expansion to new markets, and using new technologies. Individual motivation is described as a way of understanding employees' career goals in relation to changing organizational opportunities. New roles for managers are outlined, including the roles of educator, developer, experimenter, and facilitator. The book then outlines human resource programs that facilitate organizational transformation. These include ways to create a comprehensive human performance system that ties together personnel selection, training, goal-setting, appraisal, feedback, and compensation. Recognizing the changing demographics of the workforce, programs for managing diversity are reviewed. The book concludes with ways to diagnose organizational needs and establish new human resource and training strategies that create a continuous learning environment. The book will be useful to human resource and training departments. Overall, the book offers guidelines for developing people--oneself and one's subordinates--in changing organizational environments.
目次
Toward a Developmental Value System Organization Change Employee Motivation New Managerial Roles Organization Transformations Human Performance Systems Upward and Peer Feedback Principles for Designing Career Development Programs Managing a Diverse Workforce Organization Structures and Initiatives Organization Diagnosis and Strategies for Change Performance Management The Human Resource Department's Role Conclusion: Planning for Continuous Learning Sample Upward Feedback Survey and Report Actions for Designing a Career Development Program A Sample of Vocational Research on Gender, Race, and Older Workers Development Programs That Support Organizational Strategy Managing Change: A Two-Day Management Development Workshop
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