Handbook of Human Resource Development -- Copyright -- Contents -- Foreword -- About the Editors -- About the Contributors -- Preface -- Overview of the Sections -- Acknowledgments -- Introduction: The Profession and the Discipline -- HRD: From Practice to Profession to Discipline -- Evolution of the Profession -- HRD as a Discipline -- What Is a Discipline? -- Perspectives from Other Disciplines -- The Foundational Disciplines for the Study of HRD -- So What Is HRD, Really? -- References and Resources -- Part I: Foundations of the Discipline of HRD -- Chapter One: Psychological Foundations of HRD -- Foundational Psychological Theories and HRD -- Behavioral Psychology and HRD -- Humanistic Psychology and HRD -- Positive Psychology and HRD -- Gestalt Psychology and HRD -- Developmental Psychology and HRD -- Social and Emotional Development -- Implications for HRD -- References -- Chapter Two: System Theory and HRD -- System Theory -- Implications of System Theory -- HRD Process -- HRD Programs -- Management of HRD -- Applying System Theory to HRD -- Understanding HRD -- Understanding Organizational Change and HRD -- Conclusions -- References -- Chapter Three: Adult Learning Theory and Application in HRD -- Individual Learning at Work -- Andragogy -- Dewey-Based Theories -- Relatedness: Collective and Collaborative Learning -- Complexity Theory -- Learning at the Organizational Level -- Applications to Human Resource Development -- Informal and Incidental Learning -- Collaborative Developmental Action Inquiry -- Creating a Learning Culture -- Conclusion -- References -- Chapter Four: Management and Leadership in HRD -- Introduction -- Does Leadership Make a Difference? -- Management and Leadership -- Focus on Management -- Aims of the Present Review -- A Brief History of Leadership Research and Development (ca. 1940-ca. 1980).

Recent Trends in Leadership Development Theory and Practice (ca. 1980-ca. 2010) -- Current Leadership Development Theory and Practice: Learning from Experience -- Future Trends -- New Concepts of Leadership and HRD -- Shared Leadership -- Leadership and Character -- Conclusion -- References -- Chapter Five: Organizational Culture and HRD: The Roots, the Landscape, and the Future -- The Roots -- The Landscape -- Different Disciplines, Different Perspectives -- HRD and Organizational Culture -- The Future -- References -- Part II: Issues and Perspectives on HRD -- Chapter Six: Dilemmas in Defining HRD -- Dilemmas in Defining HRD -- The Drive to Define -- Reasons to Not Define HRD -- The Philosophical Case for Refusing to Define HRD -- The Theoretical Case for Refusing to Define HRD -- The Professional Case for Refusing to Define HRD -- The Practical Reason for Refusing to Define HRD -- Implications for Working Without a Definition of HRD -- Developing Non-Defining Parameters -- References -- Chapter Seven: Perspectives on the Concept of Development for HRD -- Types of Development -- Life cycle Development -- Dialectic Development -- Evolutionary Development -- Teleological Development -- Interaction of the Four Models -- Human Resource Development and Human Development -- Conclusion -- References -- Chapter Eight: A Critical, Feminist Turn in HRD: A Humanistic Ethos -- Founding Humanist Principles of HRD -- HRD Dominated by Masculine Rationality -- Critical Perspectives -- Critical Theory -- Critical Management Studies (CMS) -- Critical Human Resource Development (CHRD) -- Feminist Theory -- A Critical, Feminist Critique of Organizations and Change -- Critical Theory's Contribution to Organization Critique -- The Woman "Problem" and Why Some Feminist Change Strategies Fail -- A Critical, Feminist HRD Agenda -- References -- Chapter Nine: Critical HRD.

What -- Why -- When -- Where -- Who -- How -- Conclusions, Contributions, and Implications -- References -- Chapter Ten: Corporate Social Responsibility and HRD: Uneasy Tensions and Future Directions -- The Discourses of Corporate Social Responsibility -- Challenges and Tensions of Practicing CSR -- HRD Within CSR -- Conclusion -- References -- Part III: Developing the Workforce -- Chapter Eleven: Expertise Through the HRD Lens: Research Trends and Implications -- Expertise Defined -- Objective Characteristics -- Subjective Characteristics -- Emerging Developments in Expertise Scholarship -- Expertise Measurement -- Expertise Redevelopment -- Elicitation and Transfer of Expertise -- Leadership and Expertise -- Implications -- References -- Chapter Twelve: Competence: Bases for Employee Effectiveness -- Base Competencies -- Global Competencies -- The Techno-Socio-Culturally Competent Employee -- Global Complexity -- Organizational Complexity -- Implications for HR Managers -- The Competent Employee -- References -- Chapter Thirteen: Workplace Learning -- Purpose of the Chapter -- Definition of Workplace Learning -- Origin of the Term "Workplace Learning" -- The History of Workplace Learning -- Applications of Workplace Learning -- The Link with Workplace Training -- Claims Associated with the Concept -- Criticizing Workplace Learning -- Alternatives Suggested for the Concept -- Conclusion -- References -- Chapter Fourteen: Guiding HRD Research in the Work/Life Interface: The Importance of Work/Life Harmony in the Development of Interventions -- Introducing Work/Life Harmony -- The DNA of Work/Life Harmony and Its Properties -- Why Work/Life Harmony Is a Better Metaphor for Explaining Work/Life Dynamics -- Recommendations to HRD Researchers and Practitioners -- Recommendations for Research -- Recommendations for Practice -- References.

Chapter Fifteen: The Inner Work of Self-Formation in Work-Related Learning -- The Meanings of Work-Related Learning -- Different Ways to Understand the Meaning of Work -- Vocation, Work-Related Learning, and the Process of Self-Formation -- Work-Related Learning and Self-Formation -- Fostering Self-Formation in Work-Related Learning1 -- Curricular and Pedagogical Implications for HRD -- Conclusion -- References -- Part IV: Managing the Workforce -- Chapter Sixteen: Aging as a Career Development Challenge for Organizations -- Career Challenges of Older Workers: Three Selected Cases -- Study 1: Aging and Changing Employment Patterns at a University -- Study 2: Recurrent Education of Older Forestry Workers in Sweden -- Study 3: Employability of Aging Police Officers in The Netherlands -- Important Issues in the Selected Cases -- Career Development and Individual Characteristics -- Age-Related Differences in Cognition -- Career Development and Experience -- Career Development and Organizational Characteristics -- Employability Strategies: Policies and Practices -- Line Manager Support -- Conclusions and Practical Implications -- References -- Chapter Seventeen: A Social Justice Paradigm for HRD: Philosophical and Theoretical Foundations -- The Absence of Social Justice in Defining the Field of HRD -- Philosophical Foundations of Social Justice -- Ontology -- Epistemology -- Axiology -- Theoretical Foundations of Social Justice -- Foundation in Legal Studies -- Foundations in Intersectionality -- Foundations in Feminist Theory -- Foundation in Disability Studies -- Foundation in Lesbian, Gay, or Bisexual Sexual Orientation and Transgender Identity Studies -- Foundation in Education -- Toward a Social Justice Paradigm: Implications for HRD -- References -- Chapter Eighteen: Disability, Health and Wellness Programs, and the Role of HRD.

Disability as a Complex Phenomenon -- Disability Law in Brief -- Health and Wellness Programs in the Workplace -- Corporations as Contributors to Health Promotion -- Specific Health and Wellness Programs -- Implications for HRD -- References -- Chapter Nineteen: Sexual Orientation and HRD -- Sexual Orientation and Human Resource Development -- Definitions -- Cultural Competence -- Equitable Efforts in HRD -- Conclusion and Implications -- References -- Chapter Twenty: International and Cross-Cultural Perspectives of HRD -- Globalization, Work Performance, and HRD -- Frameworks Relevant to Cross-Cultural Management and IHRD -- International and Cross-Cultural HRD Issues -- Cross-Cultural Training and Development -- Expatriation and Repatriation, Inpatriation, Transpatriation -- Contemporary Issues Relevant to Cross-Cultural HRD -- Cultural Intelligence -- Cultural Convergence, Divergence, and Crossvergence -- Implications for Professional Practice -- Implications for Future Research -- References -- Part V: HRD in the Organization -- Chapter Twenty-One: Contemporary Career Literature and HRD -- CD Literature in HRD -- Implications for Future Research -- Implications for Practice -- Conclusion -- References -- Chapter Twenty-Two: Trends and Issues in Integrating Knowledge Management and Organizational Learning for Workplace Performance Improvement -- Theoretical Foundation of Knowledge Management -- Definitions of KM and KM Systems -- Evolution of KM Concepts and Theories -- Critical Themes of KM -- Knowledge Management Tools and Technological Systems -- Technological Systems for KM -- KM Tools -- Learning Organization and Organizational Learning -- Learning Organization -- Organizational Learning -- Empirical Research Including or Aligning LO/OL and KM -- Considerations for an Integrated Approach of Knowledge Management and Organizational Learning.

Implications for Research and Practice.