Annotated Bibliography on Human Resource Development
Annotated Bibliography on Human Resource Development
Abston, K - Annotated Bibliography on Human Resource Development introduction. A., & Stout, V. J. (2006). Organizational effectiveness: Exploring what it means in human resource development. Online submission. Paper presented at the Academy of Human Resource Development International Conference (AHRD), Columbus, OH, Feb 22–26, 2006.
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This study on organizational effectiveness aimed to explore the various definitions, concepts, and terminologies that are widely used, as well as to identify different criteria, correlates, models, and theories, particularly, the measurement or assessment methods. Academy of Human Resource Development Conference Proceedings for 2004 and 2005 were studied in detail for usage of different phrases. Results suggest that both researchers and practitioners must not stagnate and instead continue to redefine organizational effectiveness vis-a-vis changing contexts.
Bach, S. (ed.). (2005). Managing human resources. Oxford: Blackwell.
This revised edition of the best-selling personnel management work by Stephen Bach provides an analysis, and an authoritative one at that, of the latest developments and improvements in the field for students, practitioners, and professionals. There are new chapters that clearly reflect the importance of the European integration dimension (the EU); the new diversity/race agenda as led by Brussels; the extended and network organization; new training practices; and the ever-growing importance of multinational corporations (MNCs), both for the British economy in general and as a guide to common best practice. This book also clearly explained the current complex HR scene with its different institutions.
Bates, R., & Chen, H.-C. (2005). Value priorities of human resource development professionals. Human Resource Development Quarterly, 16(3 Fall), 345–368.
This study aims to assess the values priorities of a number of individuals and groups across various HRD occupational specialties. The results showed that, in most cases, respondents felt that the most important guides to their practice of human resource development should be those stressing or highlighting performance-related results or outcomes. However, the outcome also showed significant variation in top-priority values across individuals and significant differences in the comparative importance of six values across education level, degree of involvement in organizational practice, nationality, and occupational and stakeholder groups. Findings suggested that many HRD professionals operate from a predefined structured set or sets of values and that relative importance of such values may actually vary according to the settings and challenges faced in HRD practice.
Bratton, J., & Gold, J. (2003). Human resource management: Theory and practice. London: Macmillan.
Human resource management (HRM) offers an accessible and comprehensive analysis of many contemporary theories and concepts in main human resources activities. It encourages students not just to think critically, but also to evaluate the nature of HRM to develop a much deeper understanding of the aspect on employment relations. The book includes materials on the contemporary context of HRM; new employment-related topics, such as flexibility, emotional labour, knowledge work; diversity in work organizations, a new discussion on workplace wellness; partnership strategies; ethics in HRM; and new legislation. Reflecting the growing emphasis on global management, it features a chapter on International HRM.
Campbell, C. P. (1999). Survey of human resource development. Knoxville, TN: Tennessee University.
The document is consist of course materials for adult learners. It has training materials, a pretest for the course, and introduction to the field of study. The document covers the following: (a) history of training; (b) behavioral sciences in training and development; (c) organization and management of training; (d) selection and development of the training staff; (e) determining training needs; (f) the performance audit; (g) workforce planning; (h) instructional systems; (i) using external resources; (j) training costs and benefits; and (k) legal aspects of training.
Clutterbuck, D, Matthewman, L., & Ragins, B. R. (2000). Mentoring for diversity. London: Butterworth-Heinemann.
This book provides fresh and innovative views on diversity and mentoring relationships within different levels of international settings. For any company wanting to diversify their workforce, this book is a good resource as it was able to make a blend of research (or theory) and practice. As for any practitioners who want to develop effective programmes on mentoring as well researchers who wish to understand complex and critical relationships, this book would help you a lot.
Clutterbuck, D. (2003). Everyone needs a mentor (developing practice). London: Institute of Personnel Management.
This book looks into the advantages and benefits that an institution or company can receive from mentoring. The book also shows how mentoring can play a crucial role in developing and spotting, so to speak, real talents and skills a work. This book contains discussions on up-to-date conceptual models of mentoring in the context of other forms of one-to-one development; approaches to managing the balance of formality and informality; expanded discussion of mentoring applications – for executives, for diversity purposes, for disadvantaged young people; and new insights into the behaviors of effective mentors and mentees.
Fitz-Enz, J., & Davison, B. (2002). How to measure human resource management. New York: McGraw-Hill.
From the traditional perspective of being just a keeper of all the records of the employee and employee-related information, the human resources department has become, at the very least, a manager of the company’s human capital. This book discusses the challenges being faced by the human resources department: from basic provision of necessary services (but at a competitive or profit-maximizing cost), enhancing productivity, and fighting for its budget at an era when the outsourcing industry threatens even its very own existence. This aims to put the department in a position viewed by the company as a value-added organization that contributes to the overall strategic goals of its company.
Frost, P. J. (2003). Toxic emotions at work: How compassionate managers handle pain and conflict. Boston: Harvard Business School Press.
In this book, the author argues that company leaders must instigate compassion not just among their followers but to themselves to mitigate the debilitating effects of difficulties and pains on their performance. He makes a detailed discussion on how these managers can take advantage of toxin handlers, specifically, to look at what they can get or learn from these people to help them in their own emotional management.
Gangani, N. T., McLean, G. N., & Braden, R. A. (2004). Competency-based human resource development strategy. Online submission. Paper presented at the Academy of Human Resource Development International Conference (AHRD), Austin, TX, March 3–7, 2004.
This book utilizes and discusses a number of previous literatures on how competency-based models can improve the performance of the human resources development group. It explores issues in implementing, or even as early as developing, competency-based strategy on developing the human capital of the company. It presented a case study of a middle-size medical device and health care company (American Medical Systems) where competency-based HRD strategy is utilized to improve the performance of its employees, with an eventual goal of gaining competitive advantage. The book also presents the challenges of a behavior-based model.
Gibb, S. (2002). Learning and development: Processes, practices and perspectives at work. London: Palgrave Macmillan.
This book is designed for students who are taking learning and development/employee development studies as part of their professional qualifications. It gives a fresh perspective at both the traditional and contemporary areas, making use of the combination of strong practical reality vis-à-vis theoretical perspectives. It uses case studies, learning outcomes, exercises, worked examples, action points, and some further readings. The book was able to present a comprehensive review and analysis of many critical concepts and issues in this area.
Grobler, P. A., Warnich, S., Carrell, M. R., Elbert, N. F., & Hatfield, R. D. (2002). Human resource management in South Africa. London: Thomson Learning.
The book extends the theoretical findings and discussions to the management of human capital in South Africa. It provides sound understanding not just of the traditional core activities of HRD, but more importantly, it provides insights into the future of HR and its challenges.
Gunnigle, P., Heraty, N., & Morley, M. J. (2002). Human resource management in Ireland. Dublin: Gill and Macmillan.
The authors of the book assess the developments and challenges of the Irish labor market and how it could affect human resources development. Some key concepts discussed are labor shortages, unanticipated growth in the number of foreign nationals looking for work or already working in Ireland, and gender issues. The book also discusses developments in the Irish economy in the context of the global arena: ramifications of the 911 event, dotcom bubble, the uncontrollable growth of the service industry, globalization, and impacts of these events to workforce management. It also evaluates some best practices in human resource management.
Hook, C., & Foot, M. (2005). Introducing human resource management (4th ed). London: FT Prentice Hall.
This book is ideal for students taking a course on human resource management and/or business administration. It covers all the major concepts in HRM, uses a wide range of activities and learning features to enhance the learning experience of the students, or simply those who have interest in the field. The authors explain the theories and concepts by making use of real-life examples.
Huselid, M. A., Becker, B. E., & Beatty, R. W. (2005). The workforce scorecard: Managing human capital to execute strategy. Boston: Harvard Business School Press.
This book argues that the present style of human resource management and other practices in the organization sometimes hinder the ability of the employee to give significant contributions to their company’s strategic goals. The authors discuss the three major challenges so that companies can maximize their human capital: to view the workforce not based on cost, but based on their contribution, to replace existing benchmarking metrics with new measures differentiating levels of impact to the strategic goals, encourage/make human resources professionals and line managers work hand-in-hand in executing initiatives for their workforce.
Kenton, B., & Yarnall, J. (2003). HR: The business partner. The HR Series.
The authors draw on their experience on working with human resources development teams to show what being an HR business partner means not just in theory, but more importantly, in practice. The book discusses the challenges and what can be done by the organization to address them, and provide insights into how to harness the skills and confidence necessary to really make a significant difference having a business partner role.
Lengnick-Hall, M. L., & Lengnick-Hall, C. A. (2003). Human resource management in the knowledge economy: New challenges, new roles, new capabilities. San Francisco: Berrett–Koehler Publishers.
The authors of the book demonstrate that for any businesses to survive and develop in today’s economy, HR managers must face four new roles: knowledge facilitator, human capital steward, rapid deployment specialist, and relationship builder. These four roles were discussed in details by providing real-life business experience examples.
Marchington, M., & Wilkinson, A. (2005). Human resource management at work. London: CIPD Publications.
Integrating the contemporary academic research with proven approaches to human resources management in the organization, this book is a great resource for practitioners of HRM and starting students alike. Apart from discussing new methodologies and theories on the field, the book also presented new challenges that managers and specialists encounter in their work.
Mullins, L. (2005). Management and organisational behaviour (7th ed.). London: Pitman.
This book guides students to a comprehensive understanding of organisational behaviour and makes an effective discussion of the theories to effective management practice. This is a very invaluable resource providing a clear, insightful, and learner-friendly introduction to management studies and can be a best point of reference thereafter. What makes this book distinct is that apart from covering the organisational behaviour, it discusses the management as well.
Pfeffer, J. (1998). The human equation: Building profits by putting people first. Boston: Harvard Business School Press.
This book argues that companies should focus on building revenue by relying or taking advantage of solid people-management skills. The author was successful in presenting how cutting costs to increase profits can be unhealthy to the organization. The author, through dozens of examples in the real-life business scenario, demonstrates that a successful company worries more about their people and the organization’s competence than about having the correct strategy. The author argues that the strategy part is easy compared to other aspects of the organization—it’s the day-to-day execution of such strategy and plan that is actually difficult. Examples show that companies, large or small, that understand the relationship between people and their profits are usually the ones that win in the long term period.
Price, A. (2007). Human resource management in a business context (3rd ed.). London: Thomson Learning.
Human resource management in a business context discusses an international focus on core theories and practice of human resources management. It provides a thorough and comprehensive review of key concepts of HRM. It has also further readings, other sources, key concept review questions, and a number of case studies for learners’ and practitioners’ discussion and analysis.
Reddington, M., Withers, M., & Williamson, M. (2005).Transforming HR: Creating value through people. Oxford: Elsevier Butterworth-Heinemann.
The book aims to provide a tried-and-tested map that can help organizations to deliver successful human capital transformation. Human resources functions are now under pressure to deliver and transform greater value to their organizations. The human resources transformation agenda discusses effective use of technology, taking advantage of outsourcing wherever appropriate, and developing the HRD’s capability to provide the company with high quality internal support. While many broad-brush thinking has been laid out around the shape of HR transformation, there is still a considerable demand in the human resources field and business communities for a more robust practical advice on how to make this transformation happen.
Reid, M. A., Barrington, H., & Brown, M. (2004). Human resource development: Beyond training interventions. London: CIPD Publications.
The book is a new edition of a training interventions material previously written by the same authors. The book claims to revise and update the text to take into consideration the growing emphasis on interactive and online learning and other recent developments. It also adopts a more accessible and learner and student friendly approach to help learning, with case materials, examples, new activities and a number of questions for discussions. Acclaimed on publication as “the most comprehensive British analysis of training philosophies, approaches, methods and their underlying historical context currently available in print,” the book promises successive editions to remain a definitive text on training in the UK.
Ruona, W. E. A., & Roth, G. (eds.). (2000). Philosophical foundations of human resource development. San Francisco: Barrett–Koehler.
Three alternative views of adult development can serve to distinguish competing schools of thought regarding the research, theory, and practice of human resource development. These views are: (a) the person-centered view, which aims mostly at self-realization of the individual and is grounded in humanistic psychology and liberalism; (b) the production-centered view, which focuses on organizational goals and is based on behaviorism and libertarianism; and (c) the view that defines development as principled problem solving and is grounded in cognitive psychology, progressivism, and pragmatism. The book discusses the approaches to HRD based on each view.
Storberg-Walker, J. (2005). Towards a theory of human capital transformation through human resource development. Online submission. Paper presented at the Academy of Human Resource Development International Conference (AHRD), Estes Park, CO (Feb 24–27, 2005).
This book summarizes a large study conducted to create a new and modified theory of human capital transformation through human resources development. The book describes the problem, explains the theory and application behind human capital transformation, and then presents its findings. The two significant findings as presented in the book are (a) the process of conceptual development as a part of theory-building research which consists of five universal components; and (b) HRD transforms human resources by changing the relationships between and among organizational value creation drivers.
Swart, J., Price, A., Mann, C., & Brown, S. (2004). Human resource development: Strategy and tactics. Oxford: Butterworth Heinemann.
Each chapter in this book gives the reader some commentary, related activities, and review materials in an integrated approach. The action-oriented approach which is also used in this chapter is vital for practicing managers but more specifically for postgraduate and senior undergraduate students who have work experience already. This is the aspect of the book that fills a gap currently existing in the market. This book reflects realities and balances in an organization and integrates its coverage to individuals, groups, and learning in the organization. The book has a straightforward presentation and explains concepts, theories, and key issues in a lucid style. Related activities found in each chapter are focused and encourage readers to further learn.
Torraco, R. (2004). Challenges and choices for theoretical research in human resource development. Journal of Human Resource Development Quarterly, 15(2 Summer), 171–188.
Theoretical research in human resources development has already established itself in the field and is now open for new contributions. But what types of research is needed at this stage in the development of the HRD discipline? This paper identifies key areas in which future and further research in theory and theory-building could possible be conducted. Some areas identified for future research include novel HRD theory, research methods, theoretical foundations, and published scientific work that includes new theory and the theory-building research process also. This paper contends that as more theories develop, the justification of the need for such theories becomes more significant. Considering the merits of many alternative/new theoretical contributions, human resources development professionals are responsible to make judicious choices regarding the direction of future developments of theoretical research. The author provides the implications for further research and professional practice.
Torraco, R. J. (2005). Work design theory: A review and critique with implications for human resource development . Human Resource Development Quarterly, 16(1 Spring) 85–109.
The author examines six theoretical perspectives/constructs on work design for the contributions of each to the understanding of how present work is designed and organized in organizations: process improvement, sociotechnical systems theory, the job characteristics model, adaptive structuration theory, activity theory, and technostructural change models. A detailed critique of the said theories poses some concerns about their effectiveness to explain the design or organization of work in work environments nowadays. The paper highlights the need to reduce, if not totally eliminate, the gap in how theory explains the organization and articulation of work among different system levels. The implications of this paper for further research on work design theory and the HRD discipline are discussed by the author.
Ulrich, D. (1996). Human resource champions. Boston: Harvard Business School Press.
The author says that “the management of human resources holds the key to an organization’s future success.” Human resources people serve as administrative experts, strategic players, change agents, and more importantly, employee champions. The book shows a number of illustrations and examples from many companies showing how an HR specialist integrates the four roles mentioned.
Walker, A. J. (ed.). (2005). Web-based human resources. Oxford: Elsevier Butterworth-Heinemann.
The Webhas affected many aspects of the human society, and human resources function is not an exception. The book illustrates to HR professionals how they can take advantage of online technologies to augment or offer more services to more individuals in the organization at a lesser cost. The authors provide concrete tips on which approaches would be most effective and efficient in small, medium, and large organizations. They also provide a framework for transforming the human resources from a mere support function to one that is centered on organization-level productivity and learning. And finally, they explain a number of key web trends and technologies that changed or are changing the human resources function for the better.