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Strategic Training and Development
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Strategic Training and Development

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August 2019 | 456 pages | SAGE Publications, Inc
People are the most important resource for today's organizations. Organizations must invest in their employees to sustain a competitive advantage and achieve their strategic objectives. Strategic Training and Development translates theory and research into best practices for improving employee knowledge, skills, and behaviors in the workplace. Authors Robyn A. Berkley and David M. Kaplan take a holistic and experiential approach, providing ample practice opportunities for students. A strong focus on technology, ethics, legal issues, diversity and inclusion, and succession helps prepare students to succeed in today’s business environment.  

 
Preface
 
Acknowledgments
 
About the Authors
 
Introduction to Training and Development
Introduction  
The Instructional Systems Design Model  
Training and Development Career Issues  
Conclusion  
Key Terms  
End-of-Chapter Exercises  
 
CHAPTER 1 • Training and Development Strategy
Learning Objectives  
Internal Environment  
Company Strategy  
External Environment  
Ethics and Training Strategy  
Global Issues in Training Strategy  
Chapter Summary  
Key Terms  
End-of-Chapter Questions and Exercises  
 
CHAPTER 2 • Legal Issues in Training and Development
Learning Objectives  
Jurisdiction and Ethics  
Equal Employment Opportunity  
Liability and the Provision of Training  
Chapter Summary  
Key Terms  
End-of-Chapter Questions and Exercises  
 
CHAPTER 3 • Needs Analysis
Learning Objectives  
Organization Level  
Job Level  
Person Level  
Results of a Needs Analysis  
Chapter Summary  
Key Terms  
End-of-Chapter Questions and Exercises  
 
CHAPTER 4 • Learning Theories
Learning Objectives  
Bloom’s Taxonomy: What People Learn  
Learning Theories  
Pedagogy, Andragogy, and Heutagogy  
Learning Styles  
Are There Generational Differences in Learning?  
Chapter Summary  
Key Terms  
End-of-Chapter Questions and Exercises  
 
CHAPTER 5 • Training Evaluation: Reaction and Learning
Learning Objectives  
Training Strategy for Evaluation  
Developing Learning Objectives  
Training Design for Evaluation  
Reliability and Validity of Training Measures  
Kirkpatrick’s Model for Training Effectiveness  
Chapter Summary  
Key Terms  
End-of-Chapter Questions and Exercises  
 
CHAPTER 6 • Training Evaluation: Transfer and Results
Learning Objectives  
Transferring Learning to Behavior  
Kirkpatrick’s Model for Training Effectiveness  
Transfer of Training  
Training Evaluation Analysis  
Training Budgets  
Chapter Summary  
Key Terms  
End-of-Chapter Questions and Exercises  
 
CHAPTER 7 • Learning Methods
Learning Objectives  
Traditional Methods  
Experiential Methods  
Choosing a Method  
Instructional Aids  
Asking Questions  
Chapter Summary  
Key Terms  
End-of-Chapter Questions and Exercises  
 
CHAPTER 8 • Delivery Options for Face-to-Face Training
Learning Objectives  
Instructional Settings  
Factors Influencing Selection of Instructional Settings  
On-the-Job Training (OJT)  
Workshops, Speakers/Courses, Conferences, and Corporate Universities  
Chapter Summary  
Key Terms  
End-of-Chapter Questions and Exercises  
 
CHAPTER 9 • Technology-Mediated Training and Development
Learning Objectives  
Technology-Facilitated Learning  
Communicating Virtually  
Human Resource Information Systems (HRIS)  
Online Instruction  
Chapter Summary  
Key Terms  
End-of-Chapter Questions and Exercises  
 
CHAPTER 10 • Careers and Succession
Learning Objectives  
Career Theories  
Career Stages  
Career Paths  
Traditional, Protean, and Boundaryless Careers  
Career Anchors  
Succession Planning  
Chapter Summary  
Key Terms  
End-of-Chapter Questions and Exercises  
 
CHAPTER 11 • Employee Development
Learning Objectives  
Strategic Importance of Development  
Learning Agility  
Employee Development  
Leadership Development  
Chapter Summary  
Key Terms  
End-of-Chapter Questions and Exercises  
 
CHAPTER 12 • Practical Skills for Training and Development
Learning Objectives  
Communication Style  
Listening  
Feedback  
Conflict Resolution  
Self-Awareness  
Chapter Summary  
Key Terms  
End-of-Chapter Questions and Exercises  
 
CHAPTER 13 • Training for Differences: Understanding Culture and Diversity
Learning Objectives  
How People, Organizations, and the Global Context Differ  
Macro-Level Differences: National Culture and Global Competency  
Organization-Level Differences: Company Culture  
Onboarding to Train for Organizational Culture  
Micro-Level Differences: Individual Differences and Diversity Training  
Applying Practical T&D Skills to Diversity Training  
Ethics and Training Diverse Others  
Chapter Summary  
Key Terms  
End-of-Chapter Questions and Exercises  
 
Appendix A: Semester-Long Project
 
Appendix B: External Partnerships
 
Appendix C: Managing a Training Session
 
Glossary
 
Notes
 
Index

Supplements

Instructor Teaching Site
study.sagepub.com/berkley

Password-protected Instructor Resources include the following:
  • Editable, chapter-specific Microsoft® PowerPoint® slides offer you complete flexibility in easily creating a multimedia presentation for your course. Highlight essential content, features, and artwork from the book.
  • A test bank that provides a diverse range of ready-to-use options that save you time. You can also easily edit any question and/or insert your own personalized questions.
  • Tables and figures from the book available for download.
  • Multimedia links that can be used in the classroom to appeal to diverse learners.
  • Instructor Manual that summarizes key concepts by chapter to help you prepare for lectures and class discussions. Chapter-specific exercises and activities offer practical application of the concepts and can be used in-class or as assignments.
  • Learning Objectives reinforce the most important material.
Key features
KEY FEATURES: 
  • A unique chapter on Legal Issues in Training and Development explores basic laws impacting training and development decisions.
  • Real-world case studies and experiential exercises bring T&D concepts to life and allow students to develop practical skills.
  • A strategic approach emphasizes how training and development play crucial role in meeting the strategic goals of the company.
  • A dedicated chapter on culture and diversity issues illustrates how organizations can be more inclusive. 
     

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