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This brand-new book from HRM expert and bestselling author, Michael Armstrong, is an ideal companion for those studying learning and development (L&D) at third year undergraduate and postgraduate level as well as practitioners in L&D roles in the workplace. Armstrong's Handbook of Learning and Development provides an essential grounding in L&D theory including the components of L&D, the distinction between L&D and training, the relationship of L&D to human resources and knowledge management as well as coverage of the role of an L&D practitioner. In addition, this book covers emerging…mehr
This brand-new book from HRM expert and bestselling author, Michael Armstrong, is an ideal companion for those studying learning and development (L&D) at third year undergraduate and postgraduate level as well as practitioners in L&D roles in the workplace.
Armstrong's Handbook of Learning and Development provides an essential grounding in L&D theory including the components of L&D, the distinction between L&D and training, the relationship of L&D to human resources and knowledge management as well as coverage of the role of an L&D practitioner. In addition, this book covers emerging areas of learning such as digital, social and workplace learning as well as some of the latest developments including micro, connected and personalized learning as well as earning experiences. There is also coverage of how to use AI, gamification and curation to support learning and how to host both online and offline learning events.
Supported by case studies and examples to put the theory in context, reflective exercises to consolidate learning and further reading suggestions to broaden knowledge and engagement with the topic, Armstrong's Handbook of Learning and Development is crucial reading for academic success. The final part of the book includes additional aspects of L&D including apprenticeships, leadership development and personal and interpersonal skills development. Online resources include lecture slides for every chapter, a lecturer manual and student manual.
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Autorenporträt
Michael Armstrong is the UK's bestselling author of Human Resource Management books including Armstrong's Handbook of Human Resource Management Practice, Armstrong's Handbook of Strategic Human Resource Management, Armstrong's Handbook of Reward Management Practiceand Armstrong's Handbook of Performance Management and several other titles published by Kogan Page. His books have sold over a million copies and have been translated into twenty-one languages.
Michael Armstrong is a Companion and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD), a managing partner of E-Reward and an independent management consultant. Prior to this he was an HR director of a publishing company. He is based in London, UK.
Inhaltsangabe
Chapter 00: Introduction; Section ONE: Fundamentals of learning and development; Chapter 01: The basis of learning and development; Chapter 02: The context of learning and development; Chapter 03: Learning culture; Chapter 04: Organizational learning and the learning organization; Chapter 05: Individual learning; Chapter 06: Learning and development strategy; Chapter 07: The contribution of learning and development to organizational performance; Chapter 08: Learning analytics; Section TWO: The responsibility for learning and development; Chapter 09: The role of the learning and development function; Chapter 10: The role of the line manager; Section THREE: The process of learning; Chapter 11: The nature of learning; Chapter 12: Approaches to learning and development; Chapter 13: Learning and development techniques; Section FOUR: Areas of learning; Chapter 14: Workplace learning; Chapter 15: Social learning; Chapter 16: Digital learning; Chapter 17: Training; Section FIVE: Planning and delivering learning events; Chapter 18: Identifying learning needs; Chapter 19: Planning learning events; Chapter 20: Managing learning events; Chapter 21: Transferring learning; Chapter 22: Evaluating learning events; Section SIX: Aspects of learning and development; Chapter 23: Leadership and management development; Chapter 24: Sales training; Chapter 25: Apprenticeships; Section SEVEN: Conclusion; Chapter 26: Learning and development trends and issues
Chapter - 00: Introduction;
Section - ONE: Fundamentals of learning and development;
Chapter - 01: The basis of learning and development;
Chapter - 02: The context of learning and development;
Chapter - 03: Learning culture;
Chapter - 04: Organizational learning and the learning organization;
Chapter - 05: Individual learning;
Chapter - 06: Learning and development strategy;
Chapter - 07: The contribution of learning and development to organizational performance;
Chapter - 08: Learning analytics;
Section - TWO: The responsibility for learning and development;
Chapter - 09: The role of the learning and development function;
Chapter - 10: The role of the line manager;
Section - THREE: The process of learning;
Chapter - 11: The nature of learning;
Chapter - 12: Approaches to learning and development;
Chapter - 13: Learning and development techniques;
Section - FOUR: Areas of learning;
Chapter - 14: Workplace learning;
Chapter - 15: Social learning;
Chapter - 16: Digital learning;
Chapter - 17: Training;
Section - FIVE: Planning and delivering learning events;
Chapter - 18: Identifying learning needs;
Chapter - 19: Planning learning events;
Chapter - 20: Managing learning events;
Chapter - 21: Transferring learning;
Chapter - 22: Evaluating learning events;
Section - SIX: Aspects of learning and development;
Chapter - 23: Leadership and management development;
Chapter - 24: Sales training;
Chapter - 25: Apprenticeships;
Section - SEVEN: Conclusion;
Chapter - 26: Learning and development trends and issues
Chapter 00: Introduction; Section ONE: Fundamentals of learning and development; Chapter 01: The basis of learning and development; Chapter 02: The context of learning and development; Chapter 03: Learning culture; Chapter 04: Organizational learning and the learning organization; Chapter 05: Individual learning; Chapter 06: Learning and development strategy; Chapter 07: The contribution of learning and development to organizational performance; Chapter 08: Learning analytics; Section TWO: The responsibility for learning and development; Chapter 09: The role of the learning and development function; Chapter 10: The role of the line manager; Section THREE: The process of learning; Chapter 11: The nature of learning; Chapter 12: Approaches to learning and development; Chapter 13: Learning and development techniques; Section FOUR: Areas of learning; Chapter 14: Workplace learning; Chapter 15: Social learning; Chapter 16: Digital learning; Chapter 17: Training; Section FIVE: Planning and delivering learning events; Chapter 18: Identifying learning needs; Chapter 19: Planning learning events; Chapter 20: Managing learning events; Chapter 21: Transferring learning; Chapter 22: Evaluating learning events; Section SIX: Aspects of learning and development; Chapter 23: Leadership and management development; Chapter 24: Sales training; Chapter 25: Apprenticeships; Section SEVEN: Conclusion; Chapter 26: Learning and development trends and issues
Chapter - 00: Introduction;
Section - ONE: Fundamentals of learning and development;
Chapter - 01: The basis of learning and development;
Chapter - 02: The context of learning and development;
Chapter - 03: Learning culture;
Chapter - 04: Organizational learning and the learning organization;
Chapter - 05: Individual learning;
Chapter - 06: Learning and development strategy;
Chapter - 07: The contribution of learning and development to organizational performance;
Chapter - 08: Learning analytics;
Section - TWO: The responsibility for learning and development;
Chapter - 09: The role of the learning and development function;
Chapter - 10: The role of the line manager;
Section - THREE: The process of learning;
Chapter - 11: The nature of learning;
Chapter - 12: Approaches to learning and development;
Chapter - 13: Learning and development techniques;
Section - FOUR: Areas of learning;
Chapter - 14: Workplace learning;
Chapter - 15: Social learning;
Chapter - 16: Digital learning;
Chapter - 17: Training;
Section - FIVE: Planning and delivering learning events;
Chapter - 18: Identifying learning needs;
Chapter - 19: Planning learning events;
Chapter - 20: Managing learning events;
Chapter - 21: Transferring learning;
Chapter - 22: Evaluating learning events;
Section - SIX: Aspects of learning and development;
Chapter - 23: Leadership and management development;
Chapter - 24: Sales training;
Chapter - 25: Apprenticeships;
Section - SEVEN: Conclusion;
Chapter - 26: Learning and development trends and issues
Rezensionen
"This book is both thought-provoking and academically astute; it explores various emerging areas within learning and development concisely and clearly. Armstrong is able to bring theory to life, helping readers to develop their own understanding of critical HR practice." Rebecca Huws, Human Resources Lecture/ CIPD Programme Lead, Cardiff and Vale College
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