Developing Human Capital in American Manufacturing: A Case Study of Barriers to Training and DevelopmentTaylor & Francis, 2000 - 207 من الصفحات This qualitative case study of an American manufacturing organization describes the barriers which limited its ability to receive maximum return on its investment for training and development resources invested in their human assets. Changing global economics have forced organizations to the realization that their competitive advantage lies in developing and tapping into their human assets or human capital. Professionals, managers, human resource development specialists, and academicians alike have developed theories supporting the systematic development of human assets to improve performance and achieve organizational business goals. This book examines how one organization, typically described as a High Performance Organization, attempted to put theory into application. Specifically, the book examines the concepts of needs assessment, systems theory, organization development, human capital theory, and performance improvement. The results find a systemic failure in human asset development initiatives rooted in the failure to view the organization as a whole, systematically assess performance, and involve the entire organization in designing and implementing a holistic approach to improving performance and developing the organizations human assets. Specifically, inefficient organizational structure and lack of clearly defined business goals were significant barriers to the systematic development of their human assets. |
المحتوى
The HalfMillion Dollar Question | 3 |
TABLE | 11 |
Current Thoughts on Organizations and the Forces | 17 |
Current Thoughts on Development of the Human Asset | 29 |
Summary | 43 |
The Collection and Analysis of Data | 65 |
Summary | 83 |
Defined and Described | 89 |
Evaluation | 123 |
Structure of the Organization | 133 |
15 | 137 |
19 | 144 |
Summary | 153 |
Discussion of Results | 159 |
7 | 176 |
Glossary | 187 |
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
audit trail behavior business goals causal conditions Chief Executive Officer concept context Csoka data collection data seemed described effectiveness environment evaluating training focus following sections Gharajedaghi & Ackoff grounded theory high performing organization hours of training HR training coordinator human asset human performance technology human resource development identified impact implementation improve employee performance included interaction intervention involved Kaufman knowledge literature manufacturing organization Marc Rosenberg means to improve methods open-ended interview guide organization development organization of study organization's organizational performance participants Patton perceptions performance improvement performance needs performance problems phenomenon production department professional qualitative research reported research question responsibility Robinson & Robinson selecting training selection of training senior CEO something's gotta give specific staff standardized open-ended interview strategy supervisory skills training systematic systems theory task analysis theme theoretical training and development training budget training goal training needs assessment training selection process understanding workplace