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Strategic Training and Development
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Strategic Training and Development


Other Titles in:
Human Resource Management

October 2019 | 456 pages | SAGE Publications, Inc
People are the most important resource for today's organizations. Organizations must invest in their employees to sustain a competitive advantage and achieve their strategic objectives. Strategic Training and Development translates theory and research into best practices for improving employee knowledge, skills, and behaviors in the workplace. Authors Robyn A. Berkley and David M. Kaplan take a holistic and experiential approach, providing ample practice opportunities for students. A strong focus on technology, ethics, legal issues, diversity and inclusion, and succession helps prepare students to succeed in today’s business environment.  
 
Preface
 
Acknowledgments
 
About the Authors
 
Introduction to Training and Development
Introduction

 
The Instructional Systems Design Model

 
Training and Development Career Issues

 
Conclusion

 
Key Terms

 
End-of-Chapter Exercises

 
 
CHAPTER 1 • Training and Development Strategy
Learning Objectives

 
Internal Environment

 
Company Strategy

 
External Environment

 
Ethics and Training Strategy

 
Global Issues in Training Strategy

 
Chapter Summary

 
Key Terms

 
End-of-Chapter Questions and Exercises

 
 
CHAPTER 2 • Legal Issues in Training and Development
Learning Objectives

 
Jurisdiction and Ethics

 
Equal Employment Opportunity

 
Liability and the Provision of Training

 
Chapter Summary

 
Key Terms

 
End-of-Chapter Questions and Exercises

 
 
CHAPTER 3 • Needs Analysis
Learning Objectives

 
Organization Level

 
Job Level

 
Person Level

 
Results of a Needs Analysis

 
Chapter Summary

 
Key Terms

 
End-of-Chapter Questions and Exercises

 
 
CHAPTER 4 • Learning Theories
Learning Objectives

 
Bloom’s Taxonomy: What People Learn

 
Learning Theories

 
Pedagogy, Andragogy, and Heutagogy

 
Learning Styles

 
Are There Generational Differences in Learning?

 
Chapter Summary

 
Key Terms

 
End-of-Chapter Questions and Exercises

 
 
CHAPTER 5 • Training Evaluation: Reaction and Learning
Learning Objectives

 
Training Strategy for Evaluation

 
Developing Learning Objectives

 
Training Design for Evaluation

 
Reliability and Validity of Training Measures

 
Kirkpatrick’s Model for Training Effectiveness

 
Chapter Summary

 
Key Terms

 
End-of-Chapter Questions and Exercises

 
 
CHAPTER 6 • Training Evaluation: Transfer and Results
Learning Objectives

 
Transferring Learning to Behavior

 
Kirkpatrick’s Model for Training Effectiveness

 
Transfer of Training

 
Training Evaluation Analysis

 
Training Budgets

 
Chapter Summary

 
Key Terms

 
End-of-Chapter Questions and Exercises

 
 
CHAPTER 7 • Learning Methods
Learning Objectives

 
Traditional Methods

 
Experiential Methods

 
Choosing a Method

 
Instructional Aids

 
Asking Questions

 
Chapter Summary

 
Key Terms

 
End-of-Chapter Questions and Exercises

 
 
CHAPTER 8 • Delivery Options for Face-to-Face Training
Learning Objectives

 
Instructional Settings

 
Factors Influencing Selection of Instructional Settings

 
On-the-Job Training (OJT)

 
Workshops, Speakers/Courses, Conferences, and Corporate Universities

 
Chapter Summary

 
Key Terms

 
End-of-Chapter Questions and Exercises

 
 
CHAPTER 9 • Technology-Mediated Training and Development
Learning Objectives

 
Technology-Facilitated Learning

 
Communicating Virtually

 
Human Resource Information Systems (HRIS)

 
Online Instruction

 
Chapter Summary

 
Key Terms

 
End-of-Chapter Questions and Exercises

 
 
CHAPTER 10 • Careers and Succession
Learning Objectives

 
Career Theories

 
Career Stages

 
Career Paths

 
Traditional, Protean, and Boundaryless Careers

 
Career Anchors

 
Succession Planning

 
Chapter Summary

 
Key Terms

 
End-of-Chapter Questions and Exercises

 
 
CHAPTER 11 • Employee Development
Learning Objectives

 
Strategic Importance of Development

 
Learning Agility

 
Employee Development

 
Leadership Development

 
Chapter Summary

 
Key Terms

 
End-of-Chapter Questions and Exercises

 
 
CHAPTER 12 • Practical Skills for Training and Development
Learning Objectives

 
Communication Style

 
Listening

 
Feedback

 
Conflict Resolution

 
Self-Awareness

 
Chapter Summary

 
Key Terms

 
End-of-Chapter Questions and Exercises

 
 
CHAPTER 13 • Training for Differences: Understanding Culture and Diversity
Learning Objectives

 
How People, Organizations, and the Global Context Differ

 
Macro-Level Differences: National Culture and Global Competency

 
Organization-Level Differences: Company Culture

 
Onboarding to Train for Organizational Culture

 
Micro-Level Differences: Individual Differences and Diversity Training

 
Applying Practical T&D Skills to Diversity Training

 
Ethics and Training Diverse Others

 
Chapter Summary

 
Key Terms

 
End-of-Chapter Questions and Exercises

 
 
Appendix A: Semester-Long Project
 
Appendix B: External Partnerships
 
Appendix C: Managing a Training Session
 
Glossary
 
Notes
 
Index

Supplements

Instructor Teaching Site
study.sagepub.com/berkley

Password-protected Instructor Resources include the following:
  • Editable, chapter-specific Microsoft® PowerPoint® slides offer you complete flexibility in easily creating a multimedia presentation for your course. Highlight essential content, features, and artwork from the book.
  • A test bank that provides a diverse range of ready-to-use options that save you time. You can also easily edit any question and/or insert your own personalized questions.
  • Tables and figures from the book available for download.
  • Multimedia links that can be used in the classroom to appeal to diverse learners.
  • Instructor Manual that summarizes key concepts by chapter to help you prepare for lectures and class discussions. Chapter-specific exercises and activities offer practical application of the concepts and can be used in-class or as assignments.
  • Learning Objectives reinforce the most important material.

For instructors

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