Learning and Development Effectiveness in Organisations

Thomas N. Garavan is Research and Visiting Professor, National College of Ireland, Dublin, and is a Leading Researcher worldwide in learning and development, HRD, leadership development and workplace learning. He graduated from the University of Limerick, Ireland, with a Bachelor of Business Studies and completed a Doctorate of Education at the University of Bristol. He is Editor of the European Journal of Training and Development and Associate Editor of Personnel Review. He is a member of the Editorial Board of Human Resource Management Journal, Human Resource Development Quarterly, Human Resource Development Review, Advances in Developing Human Resources and Human Resource Development International. He is the recipient of the Academy of Human Resource Development, Outstanding HRD Scholar Award 2013. His research interests include CSR and transformational leadership, cross-cultural dimensions of diversity training, tacit knowledge in manufacturing, international human resource management standards and human resource management.

Fergal O'Brien is Assistant Dean Graduate & Professional Studies at the University of Limerick and Senior Lecturer in Finance at the Kemmy Business School. He holds a Ph.D. in Finance from Lancaster University. Dr. O'Brien is currently working on a number of research projects including the role of tacit knowledge in organisations and risk management strategies in agriculture. He has been recognised for his teaching by being awarded the Jennifer Burke Award for Innovation in Teaching and Learning as part of the University of Limerick team. Dr. O'Brien is a board member of the World Sports Team.

James Duggan is a Ph.D. Scholar at the Cork University Business School, University College Cork, Ireland. With a background in new media and technology, James' research examines the changing nature of HRM and employment relations in the future workplace. In particular, with a background in new media and technology, his research focuses on algorithmic management practices and the fragmented nature of working relationships in app-based work in the global gig economy. James' Ph.D. research is funded by the Irish Research Council, having been awarded the prestigious Government of Ireland Postgraduate Scholarship to complete his studies.

Claire Gubbins is Senior Lecturer of Organisational Behaviour & HRM at DCU, Director of DCU's Executive MBA Programme, Associate Editor for Human Resource Development Quarterly (an SSCI listed journal) and Deputy Director of LINK Research Institute (Knowledge and Learning). Claire was also a Fulbright Scholar at Carnegie Mellon University USA, Senior Research Fellow on the Irish Centre for Manufacturing Research (ICMR) project on Tacit Knowledge Management, Learning and Systems, and a Senior Research Fellow at the Enterprise Research Centre with the University of Limerick. She received the DCU Presidents award for Excellence in Teaching (Assessment & feedback) in 2013.

Yanqung Lai is a Senior Lecturer in HRM/HRD at Manchester Metropolitan Business School. Previously, she was a Research Assistant in Leadership/HRM in Edinburgh Napier Business School. She received her Ph.D. in Business Management from Kingston University London in 2016, M.Sc. in Accounting and Finance from the University of Manchester (2009-2010) and B.A. (Hons.) in International Business Management from the University of Nottingham (2005-2009). Her primary research interests include strategic human resource management, subjective employee well-being, and strategy and growth in entrepreneurial SMEs. Her work has been published in top-tier business and management journals, including the Journal of Business Venturing, International Small Business Management and Human Resource Management

This book offers an integrated and contextualised framework for learning and development (L&D) effectiveness that addresses both the nature of L&D and its antecedents and outcomes in organisations. Scholars and practitioners alike have recognised the important role that L&D plays in organisations, where the development of human capital is an essential component of individual employability, career advancement, organisational performance, and competitive advantage.

The development of employees' knowledge, skills, and attitudes constitutes one of the most important HR challenges that organisations face. The evidence indicates that organisations continue to invest in L&D programmes as part of their HR strategy. In addition, there has been an enormous growth in research on L&D in organisations; however, there is some ambiguity concerning the effectiveness of these activities and it largely remains unclear how they can be best implemented. This book seeks to address this gap in theliterature. The authors propose a framework for L&D effectiveness based on key findings from reviews, empirical research, and meta-analyses, as well as previously established theoretical frameworks within the field. Combining theory and practice, the new framework this book offers provides key guidance for L&D practitioners and researches interested in the area.

Chapter One: Introduction.- Chapter Two: Definitions and the Evolution of Learning and Development Research and Practice.- Chapter Three: Theoretical Perspectives and Context of Learning and Development Effectiveness in Organisations.- Chapter Four: A Model of Learning and Development Effectiveness in Organisations.- Chapter Five: The Current State of Research on Trainer Effectiveness.- Chapter Six: Suggestions for Research and Practice.