Description
Book SynopsisMichael Armstrong is the UK's bestselling author of HRM books. With over a million copies sold, his books have been translated into 21 languages. Based in London, he is managing partner of e-reward and was previously a chief examiner of the Chartered Institute of Personnel and Development (CIPD). He is the author of a number of other books on HR published by Kogan Page including
Armstrong's Handbook of Performance Management and
Armstrong's Handbook of Strategic Human Resource Management. Trade Review"This book is both thought-provoking and academically astute; it explores various emerging areas within learning and development concisely and clearly. Armstrong is able to bring theory to life, helping readers to develop their own understanding of critical HR practice." * Rebecca Huws, Human Resources Lecture/ CIPD Programme Lead, Cardiff and Vale College *
"
Armstrong's Handbook of Learning and Development offers an excellent overview of topics related to learning, knowledge and skills formation in the context of organizational behaviour. A valuable resource for management students and practitioners." * Giorgos Gouzoulis, Assistant Professor in HRM & Future of Work, University of Bristol, School of Management *
"This new book on Learning and Development is ideal for my module on this topic. I am delighted to see that Armstrong's book includes a whole chapter on Individual learning, including self-directed and lifelong learning. I particularly liked the link of chapters to each other, and their relevance to current organizational learning and practices. This is a great book, useful, relevant, topical and well written. I will certainly add it to my reading list." * Dr Angela Mansi, Senior Lecturer MAHRM Westminster Business School, University of Westminster *
Table of Contents
- Chapter - 00: Introduction;
- Section - ONE: Fundamentals of learning and development;
- Chapter - 01: The basis of learning and development;
- Chapter - 02: The context of learning and development;
- Chapter - 03: Learning culture;
- Chapter - 04: Organizational learning and the learning organization;
- Chapter - 05: Individual learning;
- Chapter - 06: Learning and development strategy;
- Chapter - 07: The contribution of learning and development to organizational performance;
- Chapter - 08: Learning analytics;
- Section - TWO: The responsibility for learning and development;
- Chapter - 09: The role of the learning and development function;
- Chapter - 10: The role of the line manager;
- Section - THREE: The process of learning;
- Chapter - 11: The nature of learning;
- Chapter - 12: Approaches to learning and development;
- Chapter - 13: Learning and development techniques;
- Section - FOUR: Areas of learning;
- Chapter - 14: Workplace learning;
- Chapter - 15: Social learning;
- Chapter - 16: Digital learning;
- Chapter - 17: Training;
- Section - FIVE: Planning and delivering learning events;
- Chapter - 18: Identifying learning needs;
- Chapter - 19: Planning learning events;
- Chapter - 20: Managing learning events;
- Chapter - 21: Transferring learning;
- Chapter - 22: Evaluating learning events;
- Section - SIX: Aspects of learning and development;
- Chapter - 23: Leadership and management development;
- Chapter - 24: Sales training;
- Chapter - 25: Apprenticeships;
- Section - SEVEN: Conclusion;
- Chapter - 26: Learning and development trends and issues
