Mastering Employee Development (Palgrave Masters Series (Business))

Cover......Page 1
Contents......Page 6
Preface......Page 10
Introduction......Page 12
The broad context......Page 13
Cost and charges......Page 16
Cost–benefit analysis and employee development......Page 19
Other contextual factors......Page 20
Conclusions......Page 22
Conditions......Page 24
Preferred learning styles......Page 28
How people learn......Page 30
Other factors......Page 34
Conclusions......Page 37
Individual performance appraisal......Page 39
Peer assessment......Page 41
Subordinate assessment......Page 42
Organisational and managerial performance assessment......Page 43
Strategic approaches to training needs analysis......Page 48
Needs analysis, policy and direction......Page 50
Conclusions......Page 51
Universal programmes......Page 53
Programme purposes......Page 56
Costs and benefits......Page 59
Conclusions......Page 60
Introduction......Page 62
Working under guidance and supervision......Page 63
Expectations......Page 65
Generic programmes......Page 66
Frontline staff......Page 67
Empowerment......Page 68
Flexibility......Page 70
Other factors in on-the-job training......Page 71
Conclusions......Page 73
Introduction......Page 75
Opportunities......Page 76
Consequences......Page 77
Specific programmes......Page 79
Key factors......Page 80
Other factors......Page 83
Conclusions......Page 84
Context......Page 87
Sources of project and project work......Page 88
Demands of project work......Page 89
Other approaches to projects and secondments......Page 92
Conclusions......Page 97
Basis......Page 99
Other factors......Page 106
Conclusions......Page 108
Aims and objectives......Page 110
Process consultation......Page 112
Target audience......Page 113
Use of time......Page 115
Group size and mixes......Page 117
Costs and benefits......Page 119
Conclusions......Page 120
Introduction......Page 122
Equipment and resources......Page 123
Quality of training and learning environment......Page 130
Costs and benefits......Page 132
Conclusions......Page 133
Context......Page 135
Qualities......Page 137
Outputs......Page 138
Nature of relationship......Page 140
Characteristics......Page 145
Conclusions......Page 147
Introduction......Page 149
A strategic approach......Page 150
Raising expectations......Page 152
The training and development environment......Page 153
Strategic approaches to training needs analysis and appraisal......Page 155
Other approaches......Page 157
Conclusions......Page 159
Introduction......Page 161
Strategic position......Page 162
Relating organisation strategy and the training function......Page 169
Roles, functions and resources......Page 171
Conclusions......Page 172
Introduction......Page 175
The development of positive culture, attitudes, values and beliefs......Page 176
Generation of commitment......Page 179
Coping with change and uncertainty......Page 180
Barriers to change......Page 182
Confiict......Page 184
Costs and benefits......Page 186
Conclusions......Page 187
Introduction......Page 189
The body of expertise......Page 191
Management qualifications......Page 193
Organisational and environmental expertise......Page 194
Management development and product and service enhancement......Page 197
Self-development......Page 199
Succession and transformation......Page 200
Conclusions......Page 201
Introduction......Page 203
Problems......Page 204
Cultural and social factors......Page 215
Conclusions......Page 216
The European Union......Page 218
Continuous professional and occupational development......Page 220
Managing across cultures......Page 221
Conclusions......Page 224
Bibliography......Page 227
C......Page 229
E......Page 230
H......Page 231
M......Page 232
O......Page 233
R......Page 234
T......Page 235
W......Page 236