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LDiO 02: Strategic Learning & Development in Organisations: Theory, Frameworks, Structures and Governance

LDiO 02: Strategic Learning & Development in Organisations: Theory, Frameworks, Structures and Governance
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Our Price:  €10.90(Inc. 9% VAT)
  

ISBNs:  9781781194638 (PDF) / 4645 (ePub)
Year Published:  2021
Author:  Thomas Garavan, Carole Hogan, Amanda Cahir-O'Donnell & Claire Gubbins
ePub ebook:  10.45
PDF ebook:  10.90

Learning & Development in Organisations: Strategy, Evidence and PracticeLearning & Development in Organisations: Strategy, Evidence and Practice

STRATEGIC LEARNING & DEVELOPMENT IN ORGANISATIONS: THEORY, FRAMEWORKS, STRUCTURES AND GOVERNANCE begins with a discussion of theoretical approaches to understanding the contribution of L&D in organisations, including the universalistic, contingency and configurational approaches. 

 

It also considers important theories that provide justification for strategic L&D, including human capital theory, the resource-based view, the behavioural approach, ability-motivation-opportunity theory and attribution theory. 

 

It then provides a discussion of commonly used frameworks available to conceptualise L&D in organisations, such as the systematic model, open systems model and a number of more contemporary models. 

The ebook concludes with a consideration of alternative ways to structure L&D and the governance dimensions of L&D in organisations.

CONTENTS

Abbreviations

Foreword

Preface

Learning Objectives

Key Concepts

1 Introduction

2 Theoretical Perspectives: Explaining the Contribution of L&D

2.1 The Universalistic Approach to L&D

Critical Reflection 1

2.2 The Contingency Approach to L&D

2.3 The Configurational Approach to L&D

Case Study 1: L&D in InfoSys

2.4 The Architectural Approach to L&D

3 Explaining the Link between L&D, Individual and Organisational Performance

3.1 Human Capital Theory and L&D

3.2 The Resource-based View and L&D

3.3 The Behavioural Approach and L&D

3.4 Ability-Motivation-Opportunity Theory and L&D

3.5 Attribution Theory and L&D

3.6 Social Exchange Theory and L&D

4 Conceptual Frameworks to Understand L&D in Organisations

4.1 The Systematic L&D Model

4.2 The Open Systems Training Model

4.3 Garavan’s Process Model of L&D

4.4 Fairhurst’s Future L&D Scenarios Approach

4.5 Ulrich & Brockbank’s Updated Model and Caldwell’s Change Model

Case Study 2: Implementing a New Vision at Virgin Trains – The Role of L&D

5 Structuring L&D in Organisations

5.1 L&D Structure Considerations

5.2 Structural Options for the L&D Function

5.3 L&D Governance in Organisations

Critical Reflection 2

Best Available Evidence to Inform Practice 

Conclusion

Summary

Review Questions

Strategic L&D in Action 

Case Study 3: L&D Strategy and the ESB’s Brighter Future Strategy

Further Reading

 

Bibliography

About the Authors

Other Titles in this Series


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