Learning and Development Effectiveness in Organisations
Description
This book offers an integrated and contextualised framework for learning and development (L&D) effectiveness that addresses both the nature of L&D and its antecedents and outcomes in organisations. Scholars and practitioners alike have recognised the important role that L&D plays in organisations, where the development of human capital is an essential component of individual employability, career advancement, organisational performance, and competitive advantage.
The development of employees' knowledge, skills, and attitudes constitutes one of the most important HR challenges that organisations face. The evidence indicates that organisations continue to invest in L&D programmes as part of their HR strategy. In addition, there has been an enormous growth in research on L&D in organisations; however, there is some ambiguity concerning the effectiveness of these activities and it largely remains unclear how they can be best implemented. This book seeks to address this gap in theliterature. The authors propose a framework for L&D effectiveness based on key findings from reviews, empirical research, and meta-analyses, as well as previously established theoretical frameworks within the field. Combining theory and practice, the new framework this book offers provides key guidance for L&D practitioners and researches interested in the area.
Reviews / Votes
Learning and Development in Organizations provides a compelling integration of research, scholarship and organizational practice in the emergent field of Learning and Development. Across its five chapters this work provides expert insight into the contribution of learning and development for individual employability and career advancement and for organizational sustainability and competitive advantage. The authors represent an impressive range of research, teaching and practitioner excellence. Their monograph provides a much-needed go-to resource for those whose interest is in learning and development as a feature of organizational effectiveness.
Valerie Anderson, Reader in Human Resource Development, University of Portsmouth, UK.
Tomas Garavan and his colleagues have produced an exemplary analysis of what we need to know so that training delivers results. Covering all aspects of the training process, this book offers anin-depth guide to the latest research with clear practical implications drawn out. This is essential reading for anyone with a passionate interest in getting training right and wanting greater returns from their training budget.
Professor Nicholas Clarke, Professor of Organisational Behaviour and HRM, Loughborough University
At last, we have resource that integrates research and practice written by eminent scholars. This critical view of common practices, informed by extensive theories will help both researchers and practitioners to avoid the traps of fads that have been present in L&D for many years, enabling organizations to use L&D more effectively to accomplish the many outcomes desired. This is a must-read book for anyone researching or practicing L&D. The need for such knowledge will expand exponentially as we work to re-establish business following the Covid-19 Virus Pandemic.
Gary N. McLean, Professor of Organization Development, School of Management, Assumption University, Bangkok, Thailand
Assessing the effects and value of investment in training has been of continuing concern to training professionals for many years. This is not only because of their desire to provide effective interventions for the benefit of learners, but also because of the need to demonstrate value to organisation decision makers. This new text from Professor Garavan and his colleagues provides the latest and most exemplary answer to this concern through a comprehensive and thorough analysis of current research and knowledge. The result is a process model of training effectiveness which specifies all of the direct and indirect variables influencing training effectiveness. The model is clearly explained and justified in the book, and it will be of immeasurable benefit to both researchers and professionals seeking to understand how to ensure the effectiveness of training interventions.
Professor Jim Stewart, Liverpool Business School, Liverpool John Moores University, UKMore details
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Persons
Thomas N. Garavan is Research and Visiting Professor, National College of Ireland, Dublin, and is a Leading Researcher worldwide in learning and development, HRD, leadership development and workplace learning. He graduated from the University of Limerick, Ireland, with a Bachelor of Business Studies and completed a Doctorate of Education at the University of Bristol. He is Editor of the European Journal of Training and Development and Associate Editor of Personnel Review. He is a member of the Editorial Board of Human Resource Management Journal, Human Resource Development Quarterly, Human Resource Development Review, Advances in Developing Human Resources and Human Resource Development International. He is the recipient of the Academy of Human Resource Development, Outstanding HRD Scholar Award 2013. His research interests include CSR and transformational leadership, cross-cultural dimensions of diversity training, tacit knowledge in manufacturing, international human resource management standards and human resource management.
Fergal O'Brien is Assistant Dean Graduate & Professional Studies at the University of Limerick and Senior Lecturer in Finance at the Kemmy Business School. He holds a Ph.D. in Finance from Lancaster University. Dr. O'Brien is currently working on a number of research projects including the role of tacit knowledge in organisations and risk management strategies in agriculture. He has been recognised for his teaching by being awarded the Jennifer Burke Award for Innovation in Teaching and Learning as part of the University of Limerick team. Dr. O'Brien is a board member of the World Sports Team.
James Duggan is a Ph.D. Scholar at the Cork University Business School, University College Cork, Ireland. With a background in new media and technology, James' research examines the changing nature of HRM and employment relations in the future workplace. In particular, with a background in new media and technology, his research focuses on algorithmic management practices and the fragmented nature of working relationships in app-based work in the global gig economy. James' Ph.D. research is funded by the Irish Research Council, having been awarded the prestigious Government of Ireland Postgraduate Scholarship to complete his studies.
Claire Gubbins is Senior Lecturer of Organisational Behaviour & HRM at DCU, Director of DCU's Executive MBA Programme, Associate Editor for Human Resource Development Quarterly (an SSCI listed journal) and Deputy Director of LINK Research Institute (Knowledge and Learning). Claire was also a Fulbright Scholar at Carnegie Mellon University USA, Senior Research Fellow on the Irish Centre for Manufacturing Research (ICMR) project on Tacit Knowledge Management, Learning and Systems, and a Senior Research Fellow at the Enterprise Research Centre with the University of Limerick. She received the DCU Presidents award for Excellence in Teaching (Assessment & feedback) in 2013.
Yanqung Lai is a Senior Lecturer in HRM/HRD at Manchester Metropolitan Business School. Previously, she was a Research Assistant in Leadership/HRM in Edinburgh Napier Business School. She received her Ph.D. in Business Management from Kingston University London in 2016, M.Sc. in Accounting and Finance from the University of Manchester (2009-2010) and B.A. (Hons.) in International Business Management from the University of Nottingham (2005-2009). Her primary research interests include strategic human resource management, subjective employee well-being, and strategy and growth in entrepreneurial SMEs. Her work has been published in top-tier business and management journals, including the Journal of Business Venturing, International Small Business Management and Human Resource Management Review.
Ronan Carbery is Co-Director of the Human Resource Research Centre in UCC and lectures and researches in a variety of Human Resource Management and Human Resource Development subjects in the School of Management and Marketing. His research interests include learning and development, career development and talent management. Ronan worked at the University of Limerick from 2007 to 2014 and was awarded the Teaching Excellence award there in 2013. He is an External Examiner at Coventry University, Ulster University, Waterford Institute of Technology and London South Bank University. Ronan has co-edited a number of leading international texts and is Co-Editor of the European Journal of Training and Development.
Sinead Heneghan has worked in senior roles with the Irish Institute of Training & Development for over 18 years. In her capacity of CEO, she leads the team to develop a high value member offer and the strategic alliance of the IITD with all stakeholders. Sinead has vast experience with Individuals, Corporates, Further and Higher Education Providers and State Agencies and has represented the industry in an influencing and advocacy role for many years. She has an M.Sc. in Leadership & Change Management, a B.A. in Local and Community Development and a Certificate in Training & Development. She served as a board member of IFTDO (International Federation of Training & Development Organisations) which represents more than 500,000 learning and development professionals in over 30 countries. Sinead volunteers with the Kildare Branch of Down Syndrome Ireland where she manages a specialist Speech & Language Therapy Service for 70 people with Down Syndrome.
Ronnie Lannon has extensive teaching experience at undergraduate and postgraduate levels. He completed a research degree in the strategic management of new technology in the banking sector and subsequently worked in a strategic planning capacity in local government before returning to teach strategic management at Edinburgh Napier University Business School. Ronnie has undertaken a range of programme leadership and teaching and learning activities within The Business School. He has extensive admissions and student recruitment experience having developed articulation arrangements for both international and domestic advanced entry students. He was recently confirmed as the Business School Academic Lead for Quality Enhancement. He has also undertaken a range of Examiner roles and is currently an External Examiner for the Bachelor of Business Administration (Honours) programme at Tunku Abdul Rahman University College, Malaysia.
Maura Sheehan is Professor of International Management, specialising in HRM, HRD and organisational performance. Maura's work appears in journals such as British Journal of Industrial Relations; Cambridge Journal of Economics; Industrial and Corporate Change; International Journal of Human Resource Management; International Small Business Journal; Personnel Psychology. Before coming to Edinburgh Napier, Maura was Professor at the National University of Ireland (NUI) Galway. Previous to this, she was a Reader at the University of Brighton and an Associate Professor at the Graduate School of Management, University of Dallas. Maura has a B.Sc. in Economics from New York University and a Ph.D. in Economics from the University of Notre Dame, USA.
Kirsten Grant is Associate Professor (Work and Employment) and Deputy Head of Research in the Business School at Edinburgh Napier University. Kirsteen draws on complementary backgrounds in academia and organisational practice. Her research interests centre around: professional, responsible and precarious work; future of work; younger workers; organisational leadership; talent management; workplace skills utilisation. Kirsteen co-convenes the Work and Equalities in Society research group within the university, and sheis Editor of the Journal of Management Development (Emerald). Kirsteen is a Chartered Fellow of the CIPD, Senior Fellow of the HEA and Certified Management and Business Educator (CMBE).
Content
Chapter One: Introduction.- Chapter Two: Definitions and the Evolution of Learning and Development Research and Practice.- Chapter Three: Theoretical Perspectives and Context of Learning and Development Effectiveness in Organisations.- Chapter Four: A Model of Learning and Development Effectiveness in Organisations.- Chapter Five: The Current State of Research on Trainer Effectiveness.- Chapter Six: Suggestions for Research and Practice.
