Using Action Learning to Develop Human Resource Executives at General Electric

2002 ◽  
pp. 90-109 ◽  
Author(s):  
Peg Tourloukis
Keyword(s):  
Human Resource ◽  
Action Learning ◽  
General Electric ◽  
Human Resource Executives

Creating a Business Unit Within a Large Sports and Entertainment Organization's Theatre Operation

2019 ◽  
pp. 483-491
Author(s):  
John Baaki ◽  
Maria Cseh
Keyword(s):  
Organizational Change ◽  
Human Resource Development ◽  
Human Resource ◽  
Case History ◽  
Change Process ◽  
Action Learning ◽  
Shop Floor ◽  
Evidence Based ◽  
Frontline Employees ◽  
Theoretical Perspectives

This reflective case history illustrates the change process in a USA sports and entertainment's theatre organization led by its leader in consultation with a human resource development and organizational change professional. Evidence-based organizational change and development informed by the theoretical perspectives on shop floor management and action learning guided the change process conceptualized on the belief that frontline employees should play a major role in driving change in organizations, and their learning and reflection is crucial in this process.

Coaching, HRD, and Relational Richness

2014 ◽  
Vol 16 (2) ◽  
pp. 242-257 ◽  
Author(s):  
Toby Egan ◽  
Robert G. Hamlin
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Empirical Research ◽  
Action Learning ◽  
Resource Development ◽  
Special Issue ◽  
Learning And Development ◽  
Line Managers ◽  
Measurement Tools ◽  
Theoretical Foundations

The Problem Coaching is becoming a ubiquitous form of human resource development (HRD) that experiences regular annual gains in both interest and participation. Yet it lacks theoretical framing and has not been conceptually well developed. There is a need for further framing of coaching as a dyadic, or group-based phenomenon, occurring in a set of diverse, but often commonly utilized contexts. The Solution Contributors to this issue inform this growing HRD area by elaborating upon coaching in terms of conceptualization, theoretical foundations, and measurement tools. They provide perspectives on coaching in its many forms, including executive, managerial, and action learning coaching. These perspectives on coaching most often share a dyadic/one-on-one context, and elaborate on coaching practices in terms of interactional richness, learning, and development. The Stakeholders Researchers and scholarly practitioners in the HRD field, internal and external coaches, and line managers who are committed to improving the practice of and expanding empirical research on coaching will benefit from this special issue on coaching.

Professional Identity: Organizational Psychologists as Chief Human Resource Executives

2010 ◽  
Vol 3 (3) ◽  
pp. 266-268 ◽  
Author(s):  
Marcia Avedon ◽  
Karen Grabow
Keyword(s):  
Human Resources ◽  
Professional Identity ◽  
Human Resource ◽  
Human Resource Executives ◽  
The People

We were asked by the editor of this journal about our reactions to the Ryan and Ford (2010) article. More specifically, she asked (a) to what degree “organizational psychologist” was part of our identities in our roles as the senior-most human resources executive in our respective organizations and (b) which of the scenarios described at the end of the Ryan and Ford article would most benefit organizations and the people who work in them (rather than examining which would be most beneficial to the profession itself).

Human resource executives' perceptions and measurement of the strategic impact of work/life initiatives

2011 ◽  
Vol 22 (3) ◽  
pp. 265-295 ◽  
Author(s):  
Michael Lane Morris ◽  
Joyce Thompson Heames ◽  
Heather S. McMillan
Keyword(s):  
Human Resource ◽  
Work Life ◽  
Human Resource Executives ◽  
Strategic Impact
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