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With comprehensive coverage of topics related to learning, training, and development, this volume is a must-have resource for industrial and organizational (I/O) psychologists, human resource (HR) scholars, and adult education specialists. Brown provides a forward-looking exploration of the current research on workplace training, employee development, and organizational learning from the primary point of view of industrial organizational psychology. Each chapter discusses current practices, recent research, and, importantly, the gaps between the two. In analyzing these aspects of the topic, the chapter authors both present the valuable knowledge available and show the opportunities for further study and practice.
Experts from across all industrial-organizational (IO) psychology describe how increasingly rapid technological change has affected the field. In each chapter, authors describe how this has altered the meaning of IO research within a particular subdomain and what steps must be taken to avoid IO research from becoming obsolete. This Handbook presents a forward-looking review of IO psychology's understanding of both workplace technology and how technology is used in IO research methods. Using interdisciplinary perspectives to further this understanding and serving as a focal text from which this research will grow, it tackles three main questions facing the field. First, how has technology affected IO psychological theory and practice to date? Second, given the current trends in both research and practice, could IO psychological theories be rendered obsolete? Third, what are the highest priorities for both research and practice to ensure IO psychology remains appropriately engaged with technology moving forward?
Human Resource Management addresses the challenges faced by human resource managers, integrating traditional theory with real-world strategy to equip students with the knowledge, perspective, and skills they need to thrive in the ever-changing global business environment. Presented in a clear and relatable style, this text emphasizes how effective human resource management and strategic planning work in concert to allow organizations to achieve maximum success. The focus on practical application illustrates the essential link between strategic planning and implementation, providing an inside look at how real-world companies increase effectiveness through world-class human resources management practices. A wealth of case studies, discussion topics, and exercises reinforce key concepts, strengthening students' ability to think strategically and integrate core HR management principles into the decision-making process. By mirroring the current landscape's increased reliance on smart people-management strategy, this text underscores the importance of HR management in attracting and retaining the top talent that drives an organization forward.
The fourth edition of Teaching Culture and Psychology (previously Cross-Cultural Explorations) provides an array of carefully designed instructor resources and student activities that support the construction and implementation of courses on culture and psychology. Revised and expanded from previous editions, the book enables instructors to use selected activities appropriate for their course structure. Part One explores a variety of pedagogical challenges involved in teaching about culture and psychology and details specific strategies for addressing these challenges. Part Two (instructor resources) and Part Three (student handouts) center around 90 activities designed to encourage students to think critically about the role of culture in a wide range of psychology content areas. These activities are based on current and classic cross-cultural research and take the form of case studies, self-administered scales, mini-experiments, database search assignments, and the collection of content-analytic, observational, and interview data. For each activity, instructors are provided with a lecture/discussion module as well as suggestions for variations and expanded writing assignments. Student handouts are available in this text as well as on the Routledge website as fillable forms. Contributing to the inclusion of cultural perspectives in the psychology curriculum, this wide-ranging book enables instructors to provide students with hands-on experiences that facilitate the understanding and application of major concepts and principles in the study of culture and psychology, making it ideal for cultural psychology, anthropology, sociology, and related courses.
This Handbook incorporates a variety of disciplines and approaches in order to provide a comprehensive and authoritative examination of the issues that result from increasing age diversity at work. Despite interest in this area exploding over the past few years amongst academics, practitioners and policy makers, the analysis of age diversity has remained primarily within disciplinary ‘silos’ such as Psychology or Sociology with a focus on ageing or generational differences, rather than a combination of approaches to understanding age diversity. Unique in its coverage of multiple perspectives, it considers not only generational and ageing perspectives to age diversity, but also highlights the importance of context in driving both the impact and response to this issue. The Palgrave Handbook of Age Diversity and Work includes contributions from leading scholars in age and generational diversity from across the world, discussing cutting-edge research findings about the nature and impact of age diversity and presenting approaches to managing this phenomenon.
The rapid development of economic globalisation has caused enterprises to have a higher demand for high-quality employees in order to achieve competitive advantages. This has brought a significant challenge to human resource management. As employees are the imperative group in enterprises for gaining profit and maintaining regular operation, it is critical to raise their enthusiasm for work. Their creativity and subjective initiative could be fully activated, and the profit determination would increase if the appropriate motivating methods were utilised. As such, this collection offers detailed insights into these issues. It scrutinises how motivation, leadership, corporate values, and organisational identity have an affirmative and significant consequence on organisational citizenship behaviour and corporate human resource management, and how organisational identity plays an intermediary role in an organisation.
All OECD economies are undergoing rapid population ageing, leading to more age diversity in workplaces than ever before as people are not only living longer but working longer. This report presents a business case for embracing greater age diversity at the workplace and debunks several myths about generational differences in work performance, attitudes and motivations towards work.
This book provides a comprehensive review of both the theoretical development and empirical study of the concept of cultural intelligence. A review of previous work on cross-cultural competence provides an historical backdrop against which the two main theories of cultural intelligence are presented. These two approaches, as well as the assessments derived from them, are compared and evaluated. Issues associated with the measurement of cultural intelligence are examined in detail. An important feature of the review of the empirical work on cultural intelligence is that results are discussed in terms of the relationship of the four sub dimensions of the Cultural Intelligence Scale (CQS) and also that results using the Short Form Cultural Intelligence Scale (SFCQ) and other measures of the concept are included. The review of empirical work includes studies that cast cultural intelligence as an antecedent, as a dependent variable, and as a moderator and a mediator. Cultural intelligence at the group and organizational levels are also discussed. Finally, this review sets the stage for a discussion of appropriate future directions in the study of cultural intelligence. Scholars in organizational psychology interested in the concept of cultural intelligence will find this an essential guide.
Enterprises are a key provider of education and training for adults across OECD countries. Yet, policy-makers lack a detailed understanding of how training in enterprises takes place. This report opens the black box of training and informal learning in enterprises by providing in-depth insights on: i) what training and learning opportunities enterprises provide; ii) why they provide training (or not); and iii) how they make decisions about training.
Learners are always motivated; they just may not be motivated to learn the things you are wanting them to learn. Motivational Immediacy refers to the moment-by-moment motivation of learners during a learning event. This is in contrast to typical global views of motivation, and while casting a much heavier burden on the instructor, brings with it more deep, meaningful, and permanent learning. Motivational Immediacy in the Workplace focuses not only on fostering learner engagement with a primary emphasis on the role of the instructor, but also addresses the work and concerns of curriculum writers and training directors. The author defines Motivational Immediacy as both a phenomenon and a practice and provides concrete steps for practical action. Motivational Immediacy, as a construct, refers to a moment-by-moment feeling of motivation on the part of the learner to engage in the learning opportunity directly at hand. As a practice, it is the instructor’s process of working to stay connected with individual learners and foster engagement consistently at every moment of the teaching activity. The author addresses this idea from a learner-centered orientation, making the case that understanding and empathizing with the learner’s perceptions is the most effective way to promote efficient, meaningful learning. The book will provide a comprehensive conceptualization of learning engagement and learning resistance. It begins with a substantial theoretical framework and then shifts to direct applications to practice in the workplace. Motivational Immediacy is multidisciplinary and draws from fields such as Adult Education, Workplace and Training Development, Psychology, Educational Psychology, Sociology, Cultural Anthropology, and Communications.