Organizational Learning, Performance, and Change: An Introduction to Strategic Human Resource Development

By Jerry W. Gilley; Ann Maycunich | Go to book overview

Index
ability, 302
acceptance, 262, 305
accidental learning, 150
accountability, 9, 27, 54, 93, 212, 292
evaluation and, 416, 417
learning and, 126, 149
performance consultants, 246-247
action, 301-302, 311, 394
action learning, 59, 116-117
applications, 121
characteristics, 117-118
dimensions, 119
learning capacity, 118-119
learning principles enhanced by,
121-122
principles and skills, 118
steps in, 120-121
See also learning organizations
action-research approach, 341
active engagement, 168-169
activities, 11, 17, 39, 63, 140, 197
developmental organizations and, 158-160
performance activities, 226-227
strategic HRD and, 57-58
activity strategy, 24, 31, 94
ADDIE model, 184, 401-402, 417
adoption, 307
adult learning theory, 68, 79, 138-141,
405
advancement and promotion, 13
advocacy, 12-13, 55, 72, 222, 326
leadership and, 211-212
advocates, 298-299
agreement, obtaining, 393
allocation, 361
alternative method, 428
ambiguity, 315
analysis, 97, 202, 234, 248-249, 369
in ADDIE model, 401
analysis paralysis, 370-371
cause analysis, 268, 275
content analysis, 406, 408
contingency-based needs analysis model, 387-388
of data, 393-394
data gathering methods, 376-384
deficiency vs. opportunity oriented, 373
error of, 420
evaluation and, 424
failure analysis, 147
goals, 370
impact mapping, 394-395
implementation and, 384-385
is/should analysis, 376-377
job analysis, 210, 226, 403, 406-407
lack of support for, 370-371
lack of value, 371-372
levels of, 64, 65, 260-261, 375-376
models, 385-395
needs analysis, 385-387
obstacles, 370-372
organizational analysis, 390-394
organizational change and, 298, 301
performance analysis, 265-268, 275, 417, 421
performance analysis model, 388-390
as problem-solving activity, 371-372
strategic approach, 372-385
See also root cause analysis

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