1. CHAPTER 5
Theory of
Human Resource
Development

2. Perspectives on Theory and Practice
Chapter 5 – Theory of Human Resource Development
Chapter Outline
Introduction
Perspectives on Theory and Practice
Theory Framework for Applied Disciplines
Theory of Human Resource Development
Reflection Questions

3. Introduction
Perspectives on Theory and Practice

4. Theory Framework for Applied Disciplines
• Boundary of the Theory
• Contributing Theories
• Core Theory
• Useful Theories
• Novel Theory
• Irrelevant Theory

6. Theory of Human Resource Development
• Assumptions, Context, Definition, and Model of HRD
• Theoretical and Disciplinary Foundations of HRD
• Economic Theory Component of HRD
• Psychological Theory Component of HRD
• Systems Theory Foundation
• Ethics in HRD
• Summary

10. Chapter 5 - Reflection Questions
1. Explain how models and theories differ and discuss if it is possible to have one without the other?
2. What general idea about theory from this chapter did you find to be interesting and why?
3. What is the argument for multiple contributing theories being used and fused for creating a unique theory of HRD?
4. From the section on The Discipline of HRD, what do you see as the connection between the definition of HRD (Figure 5.1) and the model of HRD (Figure 5.2)?
5. What do you think the main contribution of psychological theory is to HRD? Why?
6. What do you think the main contribution of economic theory is to HRD? Why?
7. What do you think the main contribution of systems theory is to HRD? Why?

11. CHAPTER 6
Component
Theories of
Human Resource
Development

12. Psychology and the Discipline of HRD
Chapter 6 – Component Theories of
Human Resource Development
Chapter Outline
Introduction
Psychology and the Discipline of HRD
--Contributed by Elwood F. Holton III
Economics, Human Capital Theory, and HRD
--Contributed by Richard J. Torraco
Systems Theory as a Foundation for HRD
--Contributed by Wendy E. A. Ruona

13. Psychology and the Discipline of HRD
--Contributed by Elwood F. Holton III
• Psychology and HRD
• Emerging Foundational
Theories of Psychology
• Limits of Psychology
• Summary

14. Economics, Human Capital Theory, and Human Resource Development
--Contributed by Richard J. Torraco
• What is Economics?
• What is Human Capital Theory?
• Human Capital Theory and
Human Resource Development

15. Systems Theory as a Foundation for HRD
--Contributed by Wendy E. A. Ruona
• What Is Systems Theory?
• Why Systems Theory?
• The Support Provided to
HRD by Systems Theory
• Summary

16. REFLECTION
QUESTIONS
• What aspect of psychological theory interests you the most? Why?
• What aspect of economic theory interests you the most? Why?
• What aspect of systems theory interests you the most? Why?
• How do you see that the three component theories working together for HRD?

17. CHAPTER 7
Paradigms of
Human Resource
Development

18. Chapter Outline Chapter 7 - Paradigms of Human Resource Development
• Introduction
• Overview of HRD Paradigms
• Debates about Learning
and Performance
• Philosophical Views of
Learning and Performance
• Learning Paradigm of HRD
• Performance Paradigm of HRD
• Fusing the Two Paradigms
• Reflection Questions

19. Overview of HRD Paradigms Debates about Learning & Performance
Introduction
Overview of HRD Paradigms
Debates about Learning & Performance

20. Of Learning and Performance
Philosophical Views
Of Learning and Performance
• Three Views of Performance
• Three Views of Learning
• Comparing Philosophical Foundations

21. Learning Paradigm of HRD
• Definition of the
Learning Paradigm
• Core Theoretical
Assumptions of the

22. Performance Paradigm of HRD • Definition of the Performance Paradigm
• Core Theoretical Assumptions of the Performance Paradigm
• Myths about the Performance Paradigm

24. Chapter 7 Reflection Questions
Which paradigm do you feel most comfortable with and would you adopt as your own personal belief system?
Do you see the learning and performance paradigms as competing paradigms, or do you see them as mutually reinforcing?
How can HRD operate from a performance paradigm and ensure that human development is honored and supported?
4. How can HRD operate from a learning paradigm and play a core strategic role in organizations?
5. How would an employee, an employee’s manager, and a corporate CEO each view the preceding issue?

25. Perspectives on Performance in
CHAPTER 8
Perspectives on Performance in
Human Resource
Development

26. Chapter 8 – Perspectives on Performance in Human Resource Development
Chapter Outline
• Introduction
• Organizational Effectiveness as a Precursor to Performance
• Disciplinary Perspectives on Performance
• Financial Performance
• Multilevel Performance Models
• Process and Team Level Performance
• Individual-Level Performance Models
• The Spoils of Performance
• Conclusion
• Reflection Questions

27. Financial Performance
• Units of Performance
• Swanson's
Financial Benefit Analysis
• Fitz-enz's
ROI of Human Capital
Performance Value(performance value resulting from the HRD intervention)
- Cost(cost of the HRD intervention)
Benefit (benefit is the performance value minus the cost)

28. Multilevel Performance Models •Brache's-Holistic Enterprise Health
•Rummler&Brache’s- Performance Improvement Model
•Swanson’s-Performance Diagnosis Process and Matrix
•Cumings&Worley's- Organization DevelopmentPerformance Model
•Holton’s-Integrated Taxonomy of Performance Domains

29. Process and Team-Level Performance Models

30. Individual-Level Performance Models
• Campbell’s Model of Individual Performance
• Gilbert’s Human Performance Engineering Model

31. The Spoils of Performance

32. Chapter 8 - Reflection Questions
Which performance model do you think best represents performance constructs of concern to HRD? Explain why.
2. What are the implications of multilevel, multiattribute performance models for HRD practice?
3. Do performance models enhance or diminish the value of learning in organizations?
4. Performance models are often seen as useful to management, but not a tool to benefit employees. Which is your position on this?
How can HRD lead change in each of the performance variables?
What do you believe is the future of performance-oriented HRD and why?

33. Perspectives on Learning in
CHAPTER 9
Perspectives on Learning in
Human Resource
Development

34. Chapter 9 – Perspectives on Learning in Human Resource Development
Chapter Outline
• Introduction
• Theories of Learning
• Learning Models at the Individual Level
• Learning Models at the Organizational Level
• Conclusion
• Reflection Questions

35. Theories of Learning • Behaviorism • Cognitivism (Gestalt) • Humanism
• Social Learning
• Constructivism
• Holistic Learning

37. Learning Models at the Individual Level
• Andragogy: The Adult Learning Perspective
• Experiential Learning Model
• Informal and Incidental Workplace Learning
• Transformational Learning

38. at the Organizational Level
Learning Models
at the Organizational Level
• Learning Organization Strategy
• Learning Organization and Performance Outcomes

40. Chapter 9 Reflection Questions
Think about all the six learning theories discussed
in this chapter. Which is most attractive to you and why?
2. Think about the four learning models at the individual level presented in this chapter. Which is most attractive to you/why?
3. How can the andragogy in practice model be applied to enhance the learning that takes place through HRD?
4. Do you believe that organizations can learn? Or, are organizations merely the sum of individual learning? Take a position and explain.
5. If learning is a defining construct for the HRD discipline and field of practice, how can learning be made more powerful in organizations?

41. CHAPTER 10
Overview of
Training
and
Development

42. Training and Development
Chapter 10 – Overview of
Training and Development
Chapter Outline
• Introduction
• Views of Training and Development
• Key Training and Development Terms
• The General Training and Development Process
• Instructional Systems Development (ISD)
• Training for Performance System (TPS)
• Individual Focused Training and Development
• Organization Focused Training and Development
• Training and Development Roles and Responsibilities
• Conclusion
• Reflection Questions

43. Views of Training and Development
• Education-Training Dichotomy
• Taxonomy of Performance
• Informal and Incidental Learning

44. Key Training and Development Terms
• Basic Terms Related to T&D
• Terms Related to T& D Strategies
• Terms Associated with Major Subject Matter of T&D

45. Instructional Systems Development (ISD)

46. Training for Performance System (TPS)
• TPS Model • Phases of the TPS • Leading the T&D Process

47. Individual Focused Training& Development
• Employee to Employee• Trainer to Employee

48. Organization Focused Training and Development
• Action Learning • Learning Organization

49. Training Roles and Responsibilities

50. Chapter 10 Reflection Questions
1. How would you define T&D and describe its relationship to HRD?
2. What is the role of informal and incidental learning in T&D?
3. What are the unique aspects of the training and development component of HRD?
4. What is the purpose of each of the five phases of T&D and the relationship between the phases?
5. How does T&D help with organizational challenges of managing the system and changing the system?

51. CHAPTER 11
The Nature of
Expertise

52. Chapter 11 – The Nature of Expertise Chapter Outline • Introduction
• Knowledge versus Expertise
• Operational Definitions of
Expertise and Competence
--Contributed by Richard W. Herling
• Conclusion
• Reflection Questions

53. Knowledge versus Expertise
• Insights from Military Training Research and Practice
• Documenting Workplace Expertise
• Learning Strategies for Realms of Expertise
• Expertise and Expert Performance

55. Operational Definitions of Expertise and Competence
--Contributed by Richard W. Herling
• The Need for an Operational
Understanding of Expertise
• Theoretical Perspectives
of Expertise
• Forming an Operational
Definition of Expertise
• Implications of Expertise for HRD

56. Expertise can be operationally defined by these two desired characteristics of displayed behavior–
the consistent demonstrated actions of an individual which are (1) efficient in their execution and
(2) effective in their results.

57. Training Roles and Responsibilities

58. Chapter 11 Reflection Questions
1. What exactly is expertise and why is it important to HRD?
2. Cite a personal experience that illustrates the concept of expertise.
3. What is the difference between knowledge, competence, and expertise?
4. How would HRD/T&D differ if it was committed to developingknowledgeversus expertise?
5. How would HRD/T&D differ if it was committed to competence versus expertise?
What challenges to the profession arise from focusing on expertise as an outcome of T&D? How could they be
overcome?

59. CHAPTER 12
Training and
Development
Practices

60. Chapter 12 – Training and Development Practices
Chapter Outline
• Introduction
• Variations in T&D
Practices
• Core T&D Practices
• Individual Focused T&D
• Work Process–Focused T&D
• Group-Focused T&D
• Organization-Focused T&D
• Conclusion
• Reflection Questions

61. Variations in T&D Practices
Introduction
Variations in T&D Practices

62. Core T&D Practices • T&D Revolves around the ADDIE Process
• Use of Subject-Matter
Experts
• Interesting and Effective
Delivery
• Transfer of Learning
to the Workplace
• Effective Use of
Information Technology

63. Individual Focused T&D Practices
• Single-Person T&D
• Multiple–Job Holder T&D

64. Group-Focused T&D Practices
• Action Learning
• Team Problem Solving

65. Work Process–Focused T&D Practices
• Understanding and Studying Processes
• Process-Referenced Training

66. Organization-Focused T&D Practices
• Core Values through T&D
• System-wide Knowledge and Expertise through T&D

67. Chapter 12 Reflection Questions
Briefly describe an organization with which you are familiar. Speculate as to how that organization’s mission could
impact the T&D practices.
2. What are two to four major T&D implications of having one person needing training in an area versus two hundred people needing the same training?
When does team or group learning make sense and not
Make sense?
4. How does thinking about T&D at the work process level impact on the work of T&D professionals?
5. What does T&D need to do in order to be instrumental in organization-wide expertise issues?

68. CHAPTER 13
Overview of
Organization
Development

69. Chapter 13 Overview of Organization Development Chapter Outline
• Introduction
• Views of OD
• Definitions of Selected Organization Development Terms
• The General Organization Development Process
• Action Research: Problem Solving Method
• Organization Development Process Model
• Organization Development for Performance System
• Conclusion
• Reflection Questions

70. Views of OD • Definitions of OD and the Dependent Variable
• Taxonomy of Performance
• Early Change Models
• Whole System Change

71. Ten Key Dependent Variables From Definitions of
Figure 13.2
Ten Key Dependent Variables
From Definitions of
Organization Development
• Facilitate Learning and Development
• Improve Problem Solving
• Advance Organizational Renewal
• Strengthen System and Process Improvement
• Increase Effectiveness
• Enhance Profitability and Competitiveness
• Ensure Health and Well-being of Organizations and Employees
• Initiate and/or Manage Change
• Support Adaptation to Change
• Engage Organization Culture Change
Source: Egan, 2000

72. The General Organization Development Process 1. Analyze/contract
2. Diagnose/feedback
3. Plan/develop
4. Implement
5. Evaulate/institutionalize

73. Action Research:
Problem Solving Method

74. Organization Development Process Model

75. Organization Development for Performance System

76. Chapter 13 Reflection Questions
1. How would you define OD and its relationship to HRD?
2. What are the unique aspects of the OD component of HRD?
3. What is the role of the OD consultant in the OD process?
4. Which OD model (AL, ODP, or ODPS) are you most attracted to? Explain why.
5. How does OD help with the organizational challenge of managing the system and the challenge of changing
the system?
6. Discuss the personal attributes that you believe would help in facilitating OD projects and those that could hinder.

77. CHAPTER 14
The Nature
of the
Change Process

78. Chapter 14 – The Nature of the Change Process
Chapter Outline
• Introduction
• Core Dimensions of Change
• Change Outcomes
• General Theories of Change
• Resistance to Change
• Focused Perspectives on Change
• Leading and Managing
Organization Change
• Conclusions
• Reflection Questions

79. Perspectives
on Change
for HRD

80. Core Dimensions of Change
• Incremental versus Transformational Change
• Continuous versus Episodic Change

81. Change Outcomes

82. General Theories of Change
• Field Theory
• Sociotechnical
Systems Theory
• Typology of
Change
Theories

83. Resistance to Change
• Nature of
Resistance
• Forms of

84. Focused Perspectives on Change
• Organizational
Theories
• Work
Process
• Group
• Individual

85. Leading and Managing Organization Change • Activities Contributing
to Effective
Management
• Change Phases
Model

86. Chapter 14 Reflection Questions
1. Why is change is an important organizing construct for HRD?
2. How can HRD become more of a change leader in organizations, rather than a change facilitator?
3. What similarities and differences do you see among the organization, work process, group, and individual change theories?
4. Can all theories of change be captured in one type or a combination of types within Van de Ven and Poole’s typology?
5. What is the responsible connection between change and performance?

87. CHAPTER 15
Organization
Development
Practices

88. Chapter 15 –Organization Development Practices
Chapter Outline
• Introduction
• Variations in OD Practices
• Core OD Practices
• Organization Focused OD Practices
• Work-Process Focused OD Practices
• Group-Focused OD Practices
• Individual Focused OD Practices
• Conclusion
• Reflection Questions

89. Variations in OD Practices
• Expected Results from
OD Interventions
• OD in Relation to the
Host Organization
• OD Process Expertise

90. Core OD Practices • OD Revolves around the Change Process.
• Trust and Integrity in OD
• OD dynamics in Practice

91. Organization Focused OD Practices
• Organization Strategy and Culture Practices
• Planning for the Future Practices

92. Work-Process Focused OD Practices
• Process improvement Practices
• Benchmarking Practices

93. Group-Focused OD Practices
• Cross-Cultural Team Building Practices
• Group Conflict Practices

94. Individual Focused OD Practices
• 360-Degree Feedback Practices
• Career Development Assessment Center Practices
• Coaching Practices

95. Chapter 15 Reflection Questions
1. What are three principles of good OD practice?
Identify an organization with which you are familiar and briefly describe it.
3. Speculate as to how that organization’s mission would impact the OD practices.
4. What are two to four major implications of having an OD effort in a single site location versus ten sites across the nation?
5. When does work process- versus group-focused OD make sense?
6. How do career development and OD connect?
7. Discuss how can OD tools and techniques could be used for unethical ends.

96. CHAPTER 16
Strategy and
Human Resource
Development

97. Chapter 16 Strategy and Human Resource Development Chapter Outline
• Introduction
• Schools of Strategic Thinking
• The Strategic Roles of HRD
• Adopting a Strategic HRD Perspective
• Scenario Planning and Strategic Planning
• Advancing Scenario Planning Theory and Practice
• Strategic Planning
• Conclusion
• Reflection Questions

98. Schools of Strategic Thinking
1. Design
2. Planning
3. Positioning
4. Entrepreneurial
5. Cognitive
6. Learning
7. Power
8. Cultural
9. Environmental
10. Configuration

99. The Strategic Roles of HRD
--Contributed by Richard J. Torraco& Richard A. Swanson
• HRD, Expertise, and Strategy
• HRD as a Shaper of Strategy

100. Adopting a Strategic HRD Perspective
• Strategic Role 1: Performance-Based HRD
• Strategic Role 2: Demonstrating the Strategic Capability of HRD
• Strategic Role 3: Emergent Strategy and HRD

101. Scenario Planning • Interviews • Interview Questions • Workshops
--Contributed by Thomas J. Chermack
• Interviews
• Interview Questions
• Workshops
• Creating the
Scenario Stories
• Using Scenarios
to Examine Strategy

102. Advancing Scenario Planning
Theory and Practice

103. Strategic Planning • Contributions of HRD to
Strategic Organizational Planning
• Strategic Agenda Facing HRD

104. Chapter 16 Reflection Questions How is strategic planning
different than planning?
Select the strategic thinking
school you believe to be the
best for HRD and explain why.
3. What are the three strategic roles
of HRD? Describe each and give
an example of each.
How does scenario planning
inform strategic planning? How
are these two processes related?
Illustrate strategic fromnonstrategicHRD practices.
6. Describe a major strategy for
advancing the human resource development profession.

105. CHAPTER 17
Accountability in
Human Resource
Development

106. Chapter 17 Accountability in Human Resource Development
Chapter Outline
Introduction
Program Evaluation Approach to Accountability
Summary
Metrics Approach to Accountability
Meeting the Accountability Challenge
Conclusion
Reflection Questions

107. Program Evaluation Approach to Accountability
• The Kirkpatrick Model
• Criticisms of the Kirkpatrick Model
• Program Evaluation in Practice
• New Approaches to Program Evaluation
Performance Results
• System—the units of mission-related outputs in the form of goods and services having value to the customer and that are related to core organizational outputs, work processes, and group or individual contributors in the organization
• Financial—the conversion of the output units of goods and/or services attributable to the
intervention into money and financial interpretation
Learning Results
• Expertise—human behaviors having effective results and optimal efficiency, acquired through study and experience within a specialized domain
• Knowledge—mental achievement acquired through study and experience
Perception Results
• Stakeholders—perceptions of leaders of systems and/or people with a vested interest in the desired results and the means of achieving them
• Participants—perceptions of people with firsthand experience with systems, processes, goods, and /or services

108. Metrics Approach to Accountability • ASTD Approach
-- Contributed by Elwood F. Holton III and Sharon Naquin
• ASTD Approach
• Financial Approach
• Intellectual Capital Approach
• Human Resource Metrics Approach
• New Horizons in Metrics

110. Meeting the Accountability Challenge
• Are employees developing the expertise necessary to
achieve organizational goals?
• Are scarce resources being utilized most effectively?
• Is HRD adding value to the organization?
• Is the learning necessary to drive organizational
effectiveness readily available?

111. Chapter 17 Reflection Questions If the Kirkpatrick model of
evaluation is flawed, why does
it continue to have such a
strong following in HRD?
Why do you think there is
such resistance to evaluating
performance results of HRD interventions?
3. Which metrics listed in this chapter could be used to build an effective balanced scorecard for HRD accountability?
4. How can HRD professionals overcome what seems to be a persistent fear of accountability?
5. In carrying out the work of HRD, explain when should assessment and accountability be first considered.

112. CHAPTER 18
Human Resource
Development
Policy and Planning

113. Chapter 18 Human Resource Development Policy and Planning
Chapter Outline
• Introduction
• Policy Analysis
and Planning for HRD
-- Contributed by Greg G. Wang
• Conclusion
• Reflection Questions

114. Introduction • The Work of HRD and its Host Organization
• Fostering Alignment and Tension

115. Policy Analysis and Planning for HRD • Comparative Framework for HRD
-- Contributed by Greg G. Wang
• Comparative Framework for HRD
• Workforce Planning for Organizations
Experiencing Change

117. • Workforce Planning Models

118. • Workforce Planning Models

119. Chapter 18 Reflection Questions
1. What are the advantages and disadvantages of policies that promote alignment and those that promote independent thinking?
2. What is a policy, and what is the utility of having policies?
3. Using the "Comparative Study Framework," discuss a hypothetical comparison of HRD in one company as compared to another.
4. Using the "Comparative Study Framework," discuss a hypothetical comparison of HRD in one nation as compared to another.
5. Why should HRD get involved in workforce planning for their host system?
6. What are the threats to doing accurate workforce planning?

120. CHAPTER 18
Human Resource
Development
Policy and Planning

121. Chapter 18 Human Resource Development Policy and Planning
Chapter Outline
• Introduction
• Policy Analysis
and Planning for HRD
-- Contributed by Greg G. Wang
• Conclusion
• Reflection Questions

122. Introduction • The Work of HRD and its Host Organization
• Fostering Alignment and Tension

123. Policy Analysis and Planning for HRD • Comparative Framework for HRD
-- Contributed by Greg G. Wang
• Comparative Framework for HRD
• Workforce Planning for Organizations
Experiencing Change

125. • Workforce Planning Models

126. • Workforce Planning Models

127. Chapter 18 Reflection Questions
1. What are the advantages and disadvantages of policies that promote alignment and those that promote independent thinking?
2. What is a policy, and what is the utility of having policies?
3. Using the "Comparative Study Framework," discuss a hypothetical comparison of HRD in one company as compared to another.
4. Using the "Comparative Study Framework," discuss a hypothetical comparison of HRD in one nation as compared to another.
5. Why should HRD get involved in workforce planning for their host system?
6. What are the threats to doing accurate workforce planning?

128. CHAPTER 20
Technology and
Human Resource
Development

129. • Technology within HRD • Information Technology and HRD
Chapter 20
Technology and
Human Resource
Development
Chapter Outline
• Technology within HRD
• Information Technology and HRD
• Information and Communication Technology in HRD
--Contributed by Theo Bastiaens
• Conclusion
• Reflection Questions

130. • Technology Within HRD

131. • Information Technology and HRD

132. Information and Communication Technology in HRD
--Contributed by Theo Bastiaens
• Organization Development
• Performance Improvement
• E-learning in HRD
• Authenticity
• Summary

135. Chapter 20 Reflection Questions
Identify one concept of the virtual organization in this chapter that makes the most sense for you and explain whyit does.
Explain something about virtual
organizations that is new to you.
3. Explain how your own view of career
development fits with e-learning
initiatives in HRD.
How is a competency-based e-learning
approach different from other
e-learning approaches?
Identify and explain an issue in this chapter that makes the least sense to you or is impossible to achieve in your work situation.

136. CHAPTER 21
Challenges Facing
Human Resource
Development

137. Chapter 21 Challenges Facing Human Resource Development
Chapter Outline
• Introduction
• The Economic Globalization Challenge facing HRD
• The Faster and Better Challenge Facing HRD
• The Certification and Accreditation Challenge Facing HRD
• Conclusion
• Reflection Questions

138. The Economic Globalization Challenge facing HRD
• Economics of Globalization
• National Power

139. The Economic Globalization Challenge facing HRD
• Power Elite
• Global Power

140. The Faster and Better Challenge Facing HRD
• Faster versus Better
• Choosing Among Options
• Contribution of Technology

141. The Certification and Accreditation Challenge Facing HRD
• Certification of HRD Practitioners
• Accreditation of HRD Academic Programs
• Standards for Academic Program Excellence

142. Chapter 21 Reflection Questions Articulate your personal view of the
global economy (write seventy-
five to one hundred words).
What specific activities would help
you to be more informed of
globalization? List five specific
activities and describe their benefits.
Articulate your personal view of technology. (Write seventy-five to one hundred words.)
What is the role of HRD in a virtual organization? (Write 100 to 125 words.)
6. What is your “best-case” scenario for HRD in the twenty-first century? (Write a 250- to 300-word essay.)