Human resource development in changing organizations
著者
書誌事項
Human resource development in changing organizations
Quorum Books, 1992
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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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