Critical Human Resource Development: Beyond Orthodoxy
Author: Jim Stewart
CRITICAL HUMAN RESOURCE DEVELOPMENT BEYOND ORTHODOXY
'A much-needed resource for Human Resource Development practitioners, professionals and master's students. HRD is a serious endeavour and a critical view is necessary to deepen our understanding. A book to force HRD into maturity.' - Jeff Gold , Leeds Metropolitan University
'This book takes a critical stance and focuses not only on organisational goals, but also those of other stakeholders and society at large. This book should be of great interest to lecturers, students and practitioners who are aching for a more critical analysis. Precisely what is required at postgraduate level'- Professor Mick Marchington, Manchester Business School & Chief Moderator for Standards for the CIPD
Critical Human Resource Development Beyond Orthodoxy offers the latest thinking and research in the area. Leading experts inform and support current discussion and debate on the nature and practice of HRD. The theoretical ideas of Critical HRD are discussed and the latest research addressing the practice of HRD is presented and analysed from a critical perspective.
The contributions provide an original set of insights into the potential benefits and pitfalls, expectations and concerns of advancing a critical view of HRD in practice. The books strength lies in bridging the gap between theory and practice by offering practical ideas and examples.
Key features:
• Written by subject-leading editors and contributors
• Includes analysis of attempts toimplement Critical HRD in the workplace
• Cutting edge research and up-to-the minute examples
• Section introductions and summary and discussion questions to provoke further debate
Critical Human Resource Development Beyond Orthodoxy is relevant to postgraduate students at diploma, master's and doctorate level, both on specific HRD and HRM courses, and on specialist HRD modules within general management and business courses.
Dr Clare Rigg is Senior Lecturer, Institute of Technology, Tralee; Jim Stewart is Professor of Human Resource Development at Nottingham Business School; and Professor Kiran Trehan is Head of Management, University of Central England.
Table of Contents:
About the contributors viiAcknowledgements x
Introduction. A critical take on a critical turn in HRD Clare Rigg Jim Stewart Kiran Trehan 1
A Critical Turn in Human Resource Development 17
Introduction to Part One 19
Exploring the notion of 'time' and 'critical' HRD Sally Sambrook 23
The fallacy of ethics and HRD: how ethics limits the creation of a 'deep' profession Tim Hatcher 43
The ethics of HRD Jim Stewart 59
Activities for Part One 79
In the Workplace 81
Introduction to Part Two 83
Feminism, gender and HRD Beverly Dawn Metcalfe Christopher J. Rees 87
The mutation of HRD and strategic change: a critical perspective Helen Francis 107
Shifting boundaries in work and learning: HRD and the case of corporate education Jean Kellie 129
Activities for Part Two 145
Constraints in the Classroom 147
Introduction to Part Three 149
Putting the 'C' in HRD Lisa Anderson Richard Thorpe 153
How can I teach criticalmanagement in this place? A critical pedagogy for HRD: possibilities, contradictions and compromises Claire Valentin 169
Chuck out the chintz? 'Stripped floor' writing and the catalogue of convention: alternative perspectives on management inquiry Brendon Harvey 181
Activities for Part Three 197
Critique of Critical Orthodoxies 199
Introduction to Part Four 201
Acknowledging conflict in 'communities of practice': a figurational perspective on learning and innovating in the workplace Valerie Owen-Pugh 205
The learning turn in education and training: liberatory paradigm or oppressive ideology? Leonard Holmes 221
Going beyond a critical turn: hypocrisies and contradictions Kiran Trehan Clare Rigg Jim Stewart 239
Activities for Part Four 251
References and further reading 253
Index 289
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