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Armstrong's Handbook of Learning and Development

Name: Armstrong's Handbook of Learning and Development
Author: Michael Armstrong
ISBN: 9781398601895

by Michael Armstrong

November 2021

Intermediate to advanced

344 pages

8h 31m

English

Kogan Page

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Cover
Endorsements
Titlepage
Dedication
Contents
List of Figures
List of Tables
Introduction
Online resources
Part One Fundamentals of learning and development
1 The basis of learning and development
IntroductionLearning and development definedLearning and development: A brief historyThe elements of learning and developmentThe components of learning and developmentRelationships between L&D and other people management activitiesThe ethical dimensionThe state of L&DBibliography

2 The context of learning and development
IntroductionStakeholdersThe internal environmentThe external environment What’s happening to work? Impact of emerging technologiesSkillsGovernment support and interventionsReferences
3 Learning culture
IntroductionCharacteristics of a learning cultureImpact of a learning cultureDeveloping a learning cultureReferences
4 Organizational learning and the learning organization
IntroductionOrganizational learningThe learning organizationComparison of the organizational learning and learning organization conceptsReferences
5 Individual learning
IntroductionThe characteristics of individual learningSelf-directed learningSelf-directed learning and the L&D functionPersonal development planningLearning to learnLifelong learningContinuing professional developmentReferences
6 Learning and development strategy
IntroductionStrategic learning and developmentLearning and development strategyThe nature of L&D strategyFormulating L&D strategySetting out the L&D strategyImplementing L&D strategyBibliography
7 The contribution of learning and development to organizational performance
IntroductionThe learning impactHow L&D impacts on performanceEvidence from research on the linkMeasuring the L&D contributionBibliography
8 Learning analytics
IntroductionThe role and purpose of learning analyticsHow learning analytics worksLevels of learning analyticsBenchmarkingThe scope of learning analyticsReferences
Part Two The responsibility for learning and development
9 The role of the learning and development function
IntroductionThe L&D function: activities and purposeOrganization of the L&D functionEvaluation of the functionThe role of the L&D professionalThe demands of the roleReferences
10 The role of the line manager
IntroductionThe vital role of line managers in L&DSupporting line managersReferences
Part Three The process of learning
11 The nature of learning
IntroductionThe basis of learningWhat makes people want to learn?How people learnLessons from neurosciencePractical implications of learning theoryReferences
12 Approaches to learning and development
IntroductionFormal and informal learningLearning in-the-flow of workBlended learningContinuous learningConnected learningMicro-learningAdaptive learningAgile learningReflective practiceLearning and development through performance managementPolicy and practice implicationsReferences
13 Learning and development techniques
IntroductionRole analysisCompetency analysisSkills analysisJob instructionBehaviour modellingCoachingMentoringFacilitatingProviding feedbackLearning event techniquesContent creationContent curationReferences
Part Four Areas of learning
14 Workplace learning
IntroductionThe nature of workplace learningApproaches to workplace learningMaking workplace learning effectiveReferences
15 Social learning
IntroductionThe nature of social learningSocial learning theoryWhat can be done to encourage social learningReferences
16 Digital learning
IntroductionThe nature of digital learningE-learningLearning platformsVirtual learning environmentSmartphones and learning appsSocial mediaEnterprise social networksWeb searchesVirtual and augmented realityArtificial intelligence (AI)Online coursesReferences
17 Training
IntroductionApproaches to trainingLearning areas covered by trainingThe justification for trainingRequirements for effective trainingPlanning and delivering formal trainingReferences
Part Five Planning and delivering learning events
18 Identifying learning needs
IntroductionLearning needsThe process of identifying learning needsDiagnosisAction planningBibliography
19 Planning learning events
IntroductionInitial considerationsCriteria for a successful learning eventLearning objectivesDeciding who runs the learning eventCreating content for face-to-face learning eventsInstructional designProgramming the eventSelecting and briefing trainers and speakersPlanning facilitiesNominationsBibliography
20 Managing learning events
IntroductionEffective learning eventsSetting up the eventStarting the eventRunning the eventClosing the eventReferences
21 Transferring learning
IntroductionThe nature of the learning transfer processThe transfer problemFactors affecting learning transferAnalysing the transfer problemWhat can be done about the transfer problem?A learning transfer modelAnother solution References
22 Evaluating learning events
IntroductionThe nature of the evaluation of learning eventsMethods of evaluationUse of evaluationConducting learning evaluationsBibliography
Part Six Aspects of learning and development
23 Leadership and management development
IntroductionThe basis of leadership and management developmentThe nature of leadership and managementLeadership and management development comparedLeadership developmentManagement developmentFormal approaches to management developmentSemi-formal approaches to management developmentInformal approaches to management developmentThe role of the organizationThe role of the individualThe role of learning and development professionalsReferences
24 Sales training
IntroductionThe content of sales trainingMethods of sales trainingReference
25 Apprenticeships
IntroductionApprenticeships definedHow apprenticeships functionReform of the apprenticeship systemReferences
Part Seven Conclusion
26 Learning and development trends and issues
TrendsIssuesReferences
Author index
Subject index
Copyright

Content preview from Armstrong's Handbook of Learning and Development

Leadership and management development

Organizations must take deliberate and positive action to ensure that they have the effective leaders and managers they need. They cannot leave it to chance. Peter Drucker (1955: 158) made the point that: ‘The prosperity if not the survival of any business depends on the performance of its managers of tomorrow’. And according to Pfeffer and Sutton (2006), research has shown that the most stressful aspect of people’s jobs is their immediate manager.

The chapter starts with a review of the basis of leadership and management development. This leads to a discussion of the nature of leadership and management followed by a description of what leadership and management development activities cover ...

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Armstrong's Handbook of Human Resource Management Practice, 16th Edition

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Armstrong's Handbook of Learning and Development

by Michael Armstrong

Leadership and management development

Introduction

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