The third edition of this book represents a major rewriting of the previous edition and includes two new chapters covering e‐learning and blended learning and continuous professional development. The authors’ backgrounds are an interesting blend of academic, consultant and practitioner experience which when combined produce a text which is a good balance of theory, research and practice. The book is published in the MBA Masterclass series and is primarily designed to meet the needs of MBA students and experienced managers seeking information on the subject area. However, the text is equally relevant to the busy HRM/HRD manager or practitioner seeking an authoritative, current and practical update.
The text is divided into 12 chapters, as follows:
- 1.
“Positioning HRD”;
- 2.
“Current leading ideas”;
- 3.
“Approaches to HRD”;
- 4.
“Learning”;
- 5.
“E‐Learning and blended learning”;
- 6.
“Continuous professional development”;
- 7.
“HRD and change through groups”;
- 8.
“Organizational learning”;
- 9.
“Diagnosis and evaluation in HRD”;
- 10.
“Management development”;
- 11.
“Leveraging the HRD function”; and
- 12.
“Learning for the future”.
Whilst historical background and context is given in a number of chapters, the emphasis of this book is very much on current research and best practice. The roles and responsibilities of the organization, the manager and the individual are brought to the fore within the text and implications for each party are well highlighted. Each chapter provides the reader with a useful introduction, detailing of learning outcomes and a summary, and also presents a range of models, diagrams, reflective activities, discussion, case studies and questionnaires. As such these maintain reader interest and variety and all are likely to be very practical to apply in the reader's own environment and situation. Perhaps the best example of single, double loop and deutero learning that I have seen is given using contrasting company case studies to point out the differences between each.
The text is well referenced and again finds a good balance between theory and practice in terms of the named sources of information. Whilst the areas of content are not dealt with in a great degree of depth there is sufficient information to inform the reader and give direction towards further reading. All sectors, whether they be within industry or commerce, private or public are catered for within the many up to date case studies, which are undoubtedly the key feature of the book.
As a revised third edition, the text feels to be both current and strategic whilst also taking into account future considerations and developments for front line managers, HR managers and practitioners. The book represents good value as regards both content and ease of read.
