International Human Resource Development provides thought-provoking questions and stimulating answers to key issues in human resource development today, putting HRD in its strategic organizational context and examining in depth the process of learning from different perspectives. This third edition provides a thorough exploration of international human resource development, and has been completely updated and revised with a variety of case studies and contributions from a range of HR development experts, making it the most topical book in this field. It also addresses the increasingly important area of knowledge management, incorporating learning and development. Clearly structured and mapped against the current Chartered Institute of Personnel and Development (CIPD) standards, this comprehensive handbook covers each aspect of the training cycle, including the role and identification of learning, training and development needs in organizations, working in multicultural and multilingual settings, learning and competitive strategy, planning and design, delivering effective training programmes, assessment and evaluation, international development and managing the human resource function.
Section - FOUR D: Evaluation; Chapter - 18: Assessment and evaluation - Tanuja Agarwala; Section - FIVE: Managing HRD; Chapter - 19: Leadership and management development - Ronan Carbery and Thomas N Garavan; Chapter - 20: Managing human resource development functions and services - Barney Erasmus and Pieter Loedolff; Chapter - 21: HRD practice and research: investigating business issues through applied social science research - K Peter Kuchinke; Chapter - 17: Coaching and mentoring - Stephanie T Sturges; Chapter - 16: Informal, non-formal and work-based methods of learning - Jacqueline Pattison, John Kirkham and Mariana Gabriela Hudrea; Chapter - 15: Delivering training - John Kirkham and Jacqueline Pattison; Section - FOUR C: IDelivery; Chapter - 14: Working in multicultural and multilingual environments: HRD professionals as learning and change agents in the global workplace - Maria Cseh and Beatriz Coningham; Chapter - 13: Designing learning events - David Simmonds; Section - FOUR B: IDesign; Chapter - 12: The identification of learning needs - Richard Palmer, Allan Claudius Queiroz Barbosa, Leandro Pinheiro Cintra, Junia Marcal Rodrigues and Juliana Barbosa e Oliveira; Section - FOUR A: Identification of learning needs; Section - FOUR: The training cycle; Chapter - 11: Capacity development and human resource development - Dalia Al-Zendi and John P Wilson; Chapter - 10: International development: policy learning as an approach to VET reform in transition and development countries - Soeren Nielsen and Madlen Serban; Chapter - 09: National human resource development strategies: comparing Brazil, Russia, India and China - Alexandre Ardichvili, Elena K Zavyalova and Vera N Minina; Chapter - 08: European vocational education and training - Martin Mulder; Chapter - 07: UK vocational education and training - John P Wilson; Chapter - 06: National systems of education - John P Wilson; Section - THREE: National and international learning, education, training and human resource development; Chapter - 05: Knowledge management - Eduardo Tome; Chapter - 04: Change management and organization development - John P Wilson; Section - TWO: Organizational learning; Chapter - 03: What is learning? - John P Wilson; Chapter - 02: Strategic human resource development - Thomas N Garavan and Ronan Carbery; Chapter - 01: International human resource development - John P Wilson; Section - ONE: International human resource development and learning; Chapter - 22: HRD and consultancy - Kiran Trehan and Clare Rigg; Chapter - 23: Learning spaces that change people and organizations - Colin Beard and Ilfryn Price; Chapter - 24: HRD and business ethics - Alexandre Ardichvili and Douglas Jondle
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