Organisations, of all kinds, are facing the challenge of rapidly advancing technologies, and ever-increasing levels of competition, both nationally and globally. They are also seeking to operate in an environment where the traditional relationships between employer and employee are rapidly changing.
Learning to harness the talents of everyone comprising an organisation is critical to sustainable organisational effectiveness. Successfully developing the talents of all members of an organization is, arguably, the only lasting source of competitive advantage.
This handbook provides a unique and authoritative review of relevant research, theoretical developments, and current best practice in the management of individual development.
Drawing on the expertise of both renowned academic specialists and leading practitioners, the book is designed to be a practical resource for the guidance and support of those whose role is to bring about the development of people at work.
- Authoritative reviews of relevant evaluation research, and best-practice descriptions of key assessment and development tools
- Editor with excellent psychological and consultancy knowledge, experience and contacts
- Written by International contributors within a strong conceptual structure
- Part of a new series - Wiley Handbooks in the Psychology of Management in Organizations
Table of contents
About the Editor.
About the Contributors.
Part I: Approaches, Concepts and Theory.
Learning Theory and the Construction of Self: What Kinds of People Do We Create through the Theories of Learning that We Apply to Their Development (J. Burgoyne).
Who Am I? Self-development in Organisations (M. Lee).
Cognitive Science and Individual Development (J. Henry).
Individual Differences Can Both Facilitate and Limit Individual Development (K. Murphy).
Part II: Individual Differences.
Old and New Models of Cognitive Abilities: the Assessment Conundrum (B. Torff and E. Warburton).
Personality, Style Preference and Individual Development (A. Furnham).
To Use Competencies or Not to Use Competencies? That Is the Question (P. Sparrow).
Emotional Intelligence and the Development of Managers and Leaders (V. Dulewicz and M. Higgs).
Part III: Assessment Tools and Processes.
Assessing Individual Development Needs (K. Van Dam).
Individual Asessement as a Integrated Tool in a Systematic Management Process (J. Iten).
Development Centres: a Neglected Perspective (J. Zaal).
Part IV: Development Methods and Processes.
Choosing a Development Method (A. Mumford).
Team-working and the Implications for Individual Development (R. Mottram).
Informal and Incidental Learning in the New Millennium: the Challenge of Being Rapid and/or Being Accurate! (V. Marsick, K. Watkins and J. Wilson).
Individual Development and Self-management Learning (I. Cunningham).
Using Social Networks in Organisations to Facilitate Learning (R. Poell and F. Van der Krogt).
Online Networking and Individual Development (G. Salmon).
Part V: Organisational Context.
Developing Individuals for Leadership Roles (C. McCauley).
Developing Innovations in Organisations (N. King).
Diversity and Individual Development (R. Kandola and S. Kartara).