How is it that some Human Resource Development (HRD) professionals consistently get the results that their organizations need, while others regularly get lost in the process? The Human Resource Development Research Handbook argues that expert HRD professionals think like researchers. You don't need to be a researcher to obtain consistently high-quality HRD results, but thinking like a researcher gives you the discipline required to be an expert. Thus, the much-hyped gap between theory and practice is the arena of opportunity and excellence. The Human Resource Development Research Handbook gives practitioners the tools they need to stay on the leading edge of the profession. It addresses three core areas: The practical importance of research; ways of doing practical research; and getting started on research. Written for practitioners and scholars, this is the first book to explain the value, purposes, methods, and processes of HRD research in clear, simple language.
The Human Resource Development Research Handbook demystifies the research process so HRD practitioners can transform their practice to incorporate leading-edge research. Each chapter is written in straightforward language by a leading researcher. Real-world examples clearly show how research and theory are not just for academics, but are practical tools to solve everyday problems.
1999
This book presents a practical guide to building a successful, competitive, and cost-effective HRD practice that meets customers' needs. Results teaches readers a highly effective, easy-to-learn, field tested system for assessing organizational results within three domains: performance (system and financial), learning (knowledge and expertise), and perceptions (participant and stakeholder).
Why measure results in HRD? Because the "corporate school" and "human relations" models of HRD practice, whereby development occurs simply because it is good for employees, no longer works. If HRD is to be a core organizational process, it must act like one and hold itself accountable. Measuring results, particularly bottom-line performance results, is key to gaining support from top management. And those who measure results ultimately find it a source of program improvement and innovation as well as pride and satisfaction.
While Results is theoretically sound, it is firmly rooted in practice, offering a core five-step assessment process that gives readers a simple and direct journey from analysis inputs to decision outputs. Whether they have assessment tools but no theory, theory but no tools, or no tools and no theory, this book will equip them to quickly and effectively assess their results.
It is a common belief that there is an entrepreneurial personality-that a certain type of person is capable of becoming a successful entrepreneur, while others are not. Research supports this view, and yet there are countless stories of people who have failed in one entrepreneurial venture only to succeed in another, and still others who have achieved initial success, yet failed when their company reached a certain size.
John B. Miner, an expert in the fields of entrepreneurship, human resource management, and personality psychology, has spent 20 years researching these and other curiosities about entrepreneurial success. In this groundbreaking book, he details his extensive research that shows that there is not a single entrepreneurial personality type, but rather, there are four distinct personality types that make for successful entrepreneurs.
Based on 20 years of research and a systematic seven-year study of 100 entrepreneurs, The 4 Routes to Entrepreneurial Success details the distinctive characteristics of each of the four types and explains why they succeed or fail. Using Miner's self-assessment questionnaire, you'll discover whether you possess the talents, skills, and characteristics it takes to start and run your own business. The results of the questionnaire will help you determine how you can be successful as an entrepreneur.
The different routes by which each of the four types achieves success are explored in detail, and numerous real-life examples of established entrepreneurs are included throughout. If you're a would-be entrepreneur, this accessible, easy-to-read, and practical book can help you achieve the success you dream of.
Miner explains that, to be successful, entrepreneurs must concentrate on their special talents and strengths, while finding ways to compensate for their weaknesses to accomplish the rest of the business process. For instance, while Supersalespeople are experts at bringing in new customers, they often lack the necessary management skills to run a successful business, and therefore need someone else to oversee the operations. Expert Idea Generators are good at creating new ideas, but need others to develop effective systems to get them to market. The characteristics of each type of entrepreneur are explored in detail, as well as the routes by which each achieves success, and numerous real-life illustrative case studies of established entrepreneurs are included throughout. Most importantly, Miner provides individuals with practical guidelines for mapping out their own routes to success.
The 4 Routes to Entrepreneurial Success can help you assess not only whether your personality is suited to the entrepreneurial lifestyle, but also what type of venture you should consider and what role you should play in your business to guarantee success. In addition to outlining each type's inherently appropriate career route, Miner insightfully addresses gender differences, the value of entrepreneurial development and formal degree programs, and entrepreneurial options for those who do not fit into any of the types described.
The 4 Routes to Entrepreneurial Success will help prospective entrepreneurs assess their own talents and determine what type of venture offers them the greatest chances for success. Established entrepreneurs will gain new perspective on current problems and learn to foresee and avoid potential pitfalls. Senior managers and human resource managers will find valuable tools for staffing corporate ventures, while bankers, venture capitalists, and other investors can better assess the risk and return related to their investment.