Organizations are challenged to provide training and development programs in order to equip their employees with the knowledge, skills, abilities and attitudes to be productive and innovative. These are critical factors to an organization’s ability to be innovative, evolve, and stay competitive. Managing Performance through Training and Development provides comprehensive and current coverage of training approaches in practice by successful organizations today. The seventh edition reflects the advances in both science and practice, including the use of technology, gamification, and social media, all of which help bridge the gap between theory and application, providing students with relevant and real examples.

About the Authors
Preface
Chapter 1: The Training and Development Process
Chapter 2: Organizational Learning
Chapter 3: Learning and Motivation
Chapter 4: The Needs Analysis Process
Chapter 5: Training Design
Chapter 6: Off-the-Job Training Methods
Chapter 7: On-the-Job Training Methods
Chapter 8: Technology-Based Training Methods
Chapter 9: Training Delivery
Chapter 10: Transfer of Training
Chapter 11: Training Evaluation
Chapter 12: The Costs and Benefits of Training Programs
Chapter 13: Training Programs
Chapter 14: Management and Leadership Development
Chapter 15: The Evolution and Future of Training and Development
Appendix: Integrative Case Studies
Index

Organizations are challenged to provide training and development programs in order to equip their employees with the knowledge, skills, abilities and attitudes to be productive and innovative. These are critical factors to an organization’s ability to be innovative, evolve, and stay competitive. Managing Performance through Training and Development provides comprehensive and current coverage of training approaches in practice by successful organizations today. The seventh edition reflects the advances in both science and practice, including the use of technology, gamification, and social media, all of which help bridge the gap between theory and application, providing students with relevant and real examples. Training Today is a feature that describes the latest in training research and practice. The Trainer’s Notebook presents practical, hands-on information for trainers and practitioners. Make The Connection appears throughout and helps students see connections between the materials presented throughout the text. The book is structured in a manner that follows the sequence of the instructional system design (ISD) model of training and development. Flash-forward case questions follow the Flashback case questions and ask students to consider the case in each chapter in terms of a topic covered in the next chapter. A running case study appears at the end of Chapter 1 and is followed through to chapter 12 by a series of chapter-relevant questions that relate back to the case study. A second Integrative Case Study has been added and can be found in the Appendix. Information and definition of SMART goals has been added to the section of performance management. More information on mixed modelling strategy.