This book recognises that organisations do all they can to increase their chances for survival and growth, especially in changing and often though economic times. The book shows how human resource development can help by being action-oriented and tailored to the organisation’s changing requirements. Close working relationships are needed between human resource professionals and corporate executives to ensure that employee development policies support the organisation and that organisational initiatives take human resource considerations into account. The authors aim to show how to establish and refine human resource policies and programmes to meet the needs of changing organisations. The book begins by examining directions for organisational change, including mergers, downsizing, restructuring, expansion to new markets, and using new technologies. Individual motivation is described as a way of understanding employees’ career goals in relation to changing organisational opportunities. New roles for managers are outlined, including the roles of educator, developer, experimenter, and facilitator. The book then outlines human resource programmes that facilitate organisational transformation. These include ways to create a comprehensive human performance system that tie together personnel selection, training, goal-setting, appraisal, feedback, and compensation. Recognising the changing demographics of the workforce, programmes for managing diversity are reviewed. The book concludes with ways to diagnose organisational needs and establish new human resource and training strategies that create a continuous learning environment. The book should be useful to human resource and training departments. Overall, the book offers guidelines for developing people - oneself and one’s subordinates - in changing organisational environments.
