The author has meticulously updated every facet of this edition, ensuring that case studies, caselets and opening vignettes remain not just current but forward-thinking, with a focus on fresh perspectives on emerging trends and their practical applications. This edition explores the profound implications of modern challenges on the training and development function within organizations. The book remains the ultimate resource, catering to students, instructors and human resource professionals alike. With balanced discussions, real-world examples and an array of chapter-end features, it offers a comprehensive grasp of training and development like never before.

Chapter 1: Human Resource Management and Training and Development

Introduction
Process of Development of HRM Function
HRD Concepts
Objectives of HRD
Role and Significance of HRD
Structure of HRD System
Theories of Employee Development
Human Resources Planning and Training and Development Function
Job Analysis and Its Relation with the Training and Development Function
Performance Management Systems and Training and Development
Managerial Skills and Competencies
Summary


Chapter 2: Training and Development and Human Resource Development

Introduction
Definition and Purposes of Training
Need for Manpower Training
Classification of Training Programmes
Steps for Designing a Training Programme
Sequence of a Training Programme
Training Policy
Training Objectives
Training Methods
Techniques of Training
Use of Blended Training Approach
Benefits of Training for Employees
Marketing the Training Function
Role Playing
Training for Managing Change
Training Climate
Training Consultancy
Training Problems
Training Cycle
Training Needs Analysis
Attributes and Training
Summary


Chapter 3: Learning and Training

Introduction
Definition and Concepts of a Learning Organization
Characteristics of a Learning Organization
Steps for Developing a Learning Organization
Implementation of Strategies
Training and Learning
Domains of Learning
Reinforcement Theory
Social Learning Theory
Andragogy—The Theory of Adult Learning
Goal-Setting Theory
Social Cognitive Theory
Self-Directed Learning (SDL)
Model of a Learning Organization
Learning Cycle, Behavioural Changes and a Learning Curve
Learning Curve
Systems Theory and a Learning Organization
Learning Styles
Resistance to Learning
Summary


Chapter 4: Personality Development through Training

Introduction
Definition and Concepts of Personality
Characteristics of Personality
Determinants of Personality
Theories and Structure of Personality
Personality Types
Personality Opposites
Personality Inventories
Personality Development
Measurement of Personality Traits
Personality and Recruitment
Personality and Employment Testing
Validity and Reliability of the Selection Tests
Test of Intelligence as Employability Test
Ethical Guidelines for Psychological Testing
Personality and Career Choice
Johari Window and Personality, and Training on Personality
Personality Assessment
Transactional Analysis and Personality
Summary


Chapter 5: Competency-Based Training and Development

Introduction
Definitions and Concepts
Skills and Competencies
Competencies and Knowledge Management
Type of Competencies
Competency Characteristics
Competency Mapping
Competency Mapping Process
Competency Mapping Approaches
Steps of a Competency Identification Process
Steps to Introduce a Competency-Based System
Advantages of a Competency-Based Approach
Developing a Competency Model
Approaches to Competency Development Models
Examples of HR Competencies
Competency-Based Performance Management Systems
Essential Elements of Competency-Based Performance Management Systems
Monitor Performance and Feedback
Complete Employee Profile and Development Plan
Begin Succession Planning/Talent Management
Competency Dictionary
Competency-Based Training and Development
Summary


Chapter 6: Training Needs Analysis

Introduction
Sources for Identifying Training Needs
Benefits of Needs Assessment
TNA at Different Levels
Process of TNA
Purpose of TNA
Steps in a TNA Process
Types of Needs Analyses
Techniques for Determining Specific Training Needs
Importance of Focus Groups in TNA
Developing the Training Plan
Framework for Training Needs Identification
TNA Survey
Summary


Chapter 7: Training Policy, Plans and Resources

Introduction
Training Policy
Training Plan
Budgeting for Training
Training Process
Framework of a Training Process Model
Role of a Training Manager
Training Transfer
Summary


Chapter 8: Designing Training Programmes

Introduction
Designing Training
Models of Training or Instructional Design
ADDIE Model of Training Design
Dick and Carey Model
Kemp’s Training Design Model
Training Design and Work Environment
Work Environment Factors for Training Design
Training Design Template
Sample Training Programmes
Experiential Training
Summary


Chapter 9: Training Methodology

Introduction
Different Methods of Training
Steps of a Case Study for the Learners
Role-Play Exercises for Performance Management
Remove Blocking and Block Busting
Induction
Employee Socialization Process
Models of Employee Socialization
Placement
Importance of Induction and Placement
Training Aids
Advantages and Disadvantages of Training Methods
Training Alternatives
Mentoring and Coaching
Employee Counselling
Training Through Team-Building
Team-Building Exercises
Membership for Team Effectiveness
Training Through Adventure Tours
Summary


Chapter 10: E-Training or E-Learning Methods of Training

Introduction
Types of E-Training
Designing E-Training Programmes
Computer-Based Training (CBT)
Training with Multimedia
Learning Management Systems
E-Training Transferability
Summary


Chapter 11: Training Evaluation

Introduction
Sample Evaluation Matrix
Important Considerations for Designing Training-Evaluation Models
Problems of Training Evaluation
Requirements for Effective Training Evaluation
Types of Training Evaluation
Calculation of Cost and Benefits of Training
Training Evaluation Models
Summary


Chapter 12: Training for Career Planning and Development

Introduction
Meaning and Definition of Career
Meaning and Overview of Career Development
Types of Career Development Programmes
Interrelation of Career Development with Other Human Resource Development Functions
Different Stages or Cycles of Career Development Process
Suggestions for Career Development Process
Career Anchors
Career Development and Employee Empowerment
Indian Scenario
Career Planning and Career Development Process
Integration of Career Development Process with Career Stage and Developing Career Paths Compatible to Changing Needs
Steps of Career Planning Process
Future of Career Planning and Development in India—Succession Planning
Management Development
Failure of Management Development Programmes in Most of the Organizations
Organizational Development
Summary


Chapter 13: Training for Organizational Development

Introduction
Definition and Concepts of Organization Development
Role of Organizational Development as an Important Area of the HRD Activity
Process of Development of the Organization Development Concept
Growth of Organization Development Practices in Organizations
Organization Development Intervention Stages
Common Features of Organization Development
Areas of Organizational Change Affected Through Organization Development
Organization Development and Management Development
Important Triggers for Organization Development
Need for Organization Development in Organizations
Organization Development and Organizational Involvement
Organization Development and Leadership Development
Personal Profiling for Career Development
Organization Development and the Role of Consultants
Organizational Lifecycle Analysis
Organizational Development Intervention Tools
Organization Development and Different Organizational Change Approaches
Performance Counselling
Summary


Chapter 14: International Training and Development

Introduction
Cross-Cultural Training
Generic Contents of a Cross-Cultural Training Module
Specific Contents of a Cross-Cultural Marketing Module
Cross-Cultural Training Methods
Managing Diversity
Best HRD Strategies for Working with Diversity
Components of Effective Diversity Training Programmes
Cross-Cultural Issues and Theories
Summary

About the Author
Dipak Kumar Bhattacharyya is an Ex-Professor of Xavier Institute of Management, Bhubaneswar (XIMB). He has more than 15 years of professional experience and over 25 years of teaching experience. He was previously the Corporate Director at the Camellia School of Business Management, Kolkata. Before that, he was the Dean of the Indian Institute of Social Welfare and Business Management (IISWBM); Director, Centre for Management Education, AIMA, New Delhi; Professor, Institute of Management Technology.