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Building Practitioner Competence
To order this title, and for more information, click here
Second Edition
By
William J. Rothwell, Professor of Human Resource Development, Pennsylvania State University. Director of Penn State's Institute for Research in Training and Development.
Carolyn K. Hohne, Performance Improvement Consultant.
Stephen B. King, Ph.D, Executive Director, Leadership & Management Development Division, Management Concepts Inc.
Included in series
Improving Human Performance,
Description
Today's dynamic organizations must achieve positive results in record time - a challenge that requires managers to avoid problems before
they arise and to solve these issues quickly. Human Performance Improvement (HPI) is a powerful tool that can be used to help build intellectual
capital, establish and maintain a 'high-performance workplace, enhance profitability, and encourage productivity' - as well as increase
return on equity and improved safety.
Written by a group of highly respected authors in the field, this book will show you how to:-
- discover and analyze performance gaps
- plan for future improvements in human performance
- design and develop cost-effective interventions
to close performance gaps.
Audience
Primary readership: HR practitioners, Human Performance Improvement Specialists, Performance Consultants, Corporate Trainers, Chief Learning
Officers.
Secondary readership: Training and Development graduate programs.
Contents
Preface
Introduction
Acknowledgements
Additions to current chapters for new edition
Part I Laying the Foundation
Chapter One What is
Performance, and What is Human Performance Improvement (HPI)? – New Thinking About HPI – Certification and Certificate Programs in HPI
– The Role of the Line Manager in HPI
Part II The Roles of the Human Performance Improvement (HPI) Practitioner
Chapter Two The Role
of Analyst – New Case study – The Role of the LineManager as Analyst
Chapter Three The Role of the Intervention Specialist – Intervention
Selection as Part of an Enterprise Learning Strategy – The Role of the Line (Operating) Manager as Intervention Specialist
Chapter Four
The Role of Change Manager – The Relationship Between the Performance Consultant and the Organization Development Consultant – The Role
of the Line (Operating) Manager as Change Manager
Chapter Five The Role of Evaluator – New Thinking About Evaluation and What It Means
to HPI – The Role of the Line Manager as Evaluator
Part III Making the Transition to HPI
Chapter Six Trends and Their Implications for
HPI
Chapter Seven Transforming the Training Department into an HPI Function – Case Studies in HPI
Chapter Eight Building Your Competence
as an HPI Practitioner
Appendix I Questions and Answers about Human Performance Improvement
Appendix II The Reengineering the Training
Department Assessment Instrument
Appendix III Determining Your Optimum Pathway to Development
Appendix IV Human Performance Improvement
Resource Guide – Using the Resource Guide – Section One: Graduate Degree Programs – Section Two: Comprehensive HPI Resources – Section
Three: Competency Development Resources
About the Authors
Index
| Bibliographic details |
Paperback, 424 pages, publication date: MAR-2007
ISBN-13: 978-0-7506-7996-1
ISBN-10: 0-7506-7996-4
Imprint: BUTTERWORTH HEINEMANN
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| Price and Ordering |
Price:
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USD 34.95
GBP 26.99
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Last update: 25 Nov 2009
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