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      <title>Definitions of HRD by DrRobbins</title>
      <link>https://padlet.com/robbinst6/hsvvdacy97on</link>
      <description>Identify a definition of HRD presented in chapter 1 (pp. 6-8) that makes the most or least sense to you and explain why. </description>
      <language>en-us</language>
      <pubDate>2017-01-09 12:15:17 UTC</pubDate>
      <lastBuildDate>2025-09-30 11:57:32 UTC</lastBuildDate>
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      <item>
         <title>Mary H</title>
         <author></author>
         <link>https://padlet.com/robbinst6/hsvvdacy97on/wish/146160319</link>
         <description><![CDATA[<div>The HRD definition that I appreciate the most is Swanson. What resonates with me in this definition is the purpose of HRD. It is a "whose system approach in the workplace for the organization, teams and individuals. The least appealing HR definition is Nadler's.  The definition focuses on activities rather than HRD as a process</div>]]></description>
         <enclosure url="" />
         <pubDate>2017-01-10 05:05:40 UTC</pubDate>
         <guid>https://padlet.com/robbinst6/hsvvdacy97on/wish/146160319</guid>
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         <title>Melinda</title>
         <author></author>
         <link>https://padlet.com/robbinst6/hsvvdacy97on/wish/146167782</link>
         <description><![CDATA[<div>I agree with Mary that the Swanson definitions are good.&nbsp; I also like the Smith (1988) perspective that calls out the direct &amp; indirect / group &amp; individual focus.&nbsp;&nbsp; The Chalofsky definition about increasing learning capacity doesn't really jive with me.&nbsp; I rarely feel like HRD methods are for the sake of learning, but as a way to improve the company/organization. </div>]]></description>
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         <pubDate>2017-01-10 07:12:45 UTC</pubDate>
         <guid>https://padlet.com/robbinst6/hsvvdacy97on/wish/146167782</guid>
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         <title>Ryan Marek</title>
         <author>marekr</author>
         <link>https://padlet.com/robbinst6/hsvvdacy97on/wish/146412976</link>
         <description><![CDATA[<div>I particularly enjoyed the definition of Gilley and England (1989) "HRD is organized learning activities arranged within an organization to improve performance and /or personal growth for the purpose of improving the job, the individual, or the organization." This definition makes sense to me because it's why companies employ HRD professionals. They are employed to improve the workforce skills to help the company perform their function better. </div>]]></description>
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         <pubDate>2017-01-11 00:27:08 UTC</pubDate>
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         <title>Lori K</title>
         <author></author>
         <link>https://padlet.com/robbinst6/hsvvdacy97on/wish/146423173</link>
         <description><![CDATA[<div>Gilley and England (1989).  While this may not be what the actual intent of HRD is, I believe that if employees feel like the learning is not solely for the sake of the organization, but also provides the employee an opportunity for personal growth (which will also benefit the organization) that employees will be much more motivated to do their best and stay longer with the organization.  </div>]]></description>
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         <pubDate>2017-01-11 03:16:46 UTC</pubDate>
         <guid>https://padlet.com/robbinst6/hsvvdacy97on/wish/146423173</guid>
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         <title>Maria N</title>
         <author>nassalim</author>
         <link>https://padlet.com/robbinst6/hsvvdacy97on/wish/146426817</link>
         <description><![CDATA[<div>The definition that makes most sense to me is McLean and McLean (2001). This is because it involves the development of expertise and knowledge of workers and how this knowledge can benefit the organization and the community at large. I particularly like its broad perspective. The definition makes least sense is Nadler (1970). This definition lacks a connection between human development and organizational development. It doesn't show how behavioral change can lead to organizational development. </div>]]></description>
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         <pubDate>2017-01-11 04:23:47 UTC</pubDate>
         <guid>https://padlet.com/robbinst6/hsvvdacy97on/wish/146426817</guid>
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      <item>
         <title>To Lori from Stacey</title>
         <author>robbinst6</author>
         <link>https://padlet.com/robbinst6/hsvvdacy97on/wish/146660915</link>
         <description><![CDATA[<div>Lori, thank you for brining motivation into the conversation here.  This makes me think of research which suggests that extrinsic motivation may actually reduct motivation in employees-- however, researcher Teresa Ambile's work challenges this view offering that intrinsic and extrinsic rewards might be combined to maximize motivation in the <br>workplace <a href="http://www.sciencedirect.com/science/article/pii/105348229390012S">http://www.sciencedirect.com/science/article/pii/105348229390012S</a></div>]]></description>
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         <pubDate>2017-01-11 21:21:56 UTC</pubDate>
         <guid>https://padlet.com/robbinst6/hsvvdacy97on/wish/146660915</guid>
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      <item>
         <title>Eli H. </title>
         <author></author>
         <link>https://padlet.com/robbinst6/hsvvdacy97on/wish/147207474</link>
         <description><![CDATA[<div>The definition that makes the most sense to me out of those listed in our course text is Watkins (1989) because it mentions that HRD includes maximizing productivity and skills or the individual, group and overall organization alike. Which of these particular focus areas is most important depends almost entirely on context. I also appreciate that this definition mentions "training, career development and organization development" as some of the activities encompassed by HRD, but that HRD is "not limited to" just these processes and activities.&nbsp;</div>]]></description>
         <enclosure url="" />
         <pubDate>2017-01-14 21:14:33 UTC</pubDate>
         <guid>https://padlet.com/robbinst6/hsvvdacy97on/wish/147207474</guid>
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