New Frontiers in HRD

New Frontiers in HRD

New Frontiers in HRD

New Frontiers in HRD

Synopsis

This collection presents an innovative and challenging approach to HRD theory and practice. A strong critically reflexive approach is adopted in order to explore the highly contested nature of HRD in the organizational context of late capitalism.

Excerpt

There is evidence of prolific scholarship in the emergent field of human resource development, with a number of student texts and scholarly monographs which have been published since the mid-1990s (Stewart and McGoldrick 1996; Stewart 1999; Walton 1999; Wilson 1999; Gibb 2002). The Routledge Studies in Human Resource Development - a series of research monographs and edited collections under the overall editorial direction of Monica Lee - has been a particularly fruitful source of new ideas in HRD with titles including Understanding Human Resource Development (Stewart et al. 2001), Action Research in Organisations (McNiff 2000), HRD and Learning Organisations in Europe (Tjepkema et al. 2002), Human Resources, Care-Giving, Career Progression and Gender (Coyne et al. 2003), Work Process Knowledge (Boreham et al. 2002), Interpreting the Maternal Organisation (Höpfl and Kostera 2002) and Science Fiction and Organization (Smith et al. 2001).

This volume is part of that series. It shares a common origin with two other edited collections in the series, namely HRD in Small Organisations (Stewart and Beaver 2004) and HRD in a Complex World (Lee 2003). All three are the products of a UK research seminar series sponsored by the Economic and Social Research Council on Human Resource Development: The Emerging Theoretical Agenda and Empirical Research, jointly convened by Jean Woodall, Monica Lee and Jim Stewart, and coordinated by Jean at Kingston University. The aim of the seminar series was to provide a forum in which HRD scholars and scholar-practitioners could debate leading-edge research in HRD in a more relaxed environment than can be provided by the typical academic conference schedule. Ample opportunity was afforded for discussion and reflection on a number of themes, including defining HRD, HRD in small and medium enterprises (SMEs); HRD in Europe, HRD and complexity, human-centred approaches to HRD and revisiting adult learning theory. Two of the seminars provided a specialized core of papers for the books on small organizations and on complexity. This book draws upon papers from the whole seminar series, especially those that stood out as

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