Understanding Human Resource Development: A Research-Based Approach

By Jim McGoldrick; Jim Stewart et al. | Go to book overview

ILLUSTRATIONS

Figures
2.1 Paradigm A: scientific approach to research 21
2.2 Paradigm B: phenomenological approach to research 21
2.3 Four ways of seeing the world 29
5.1 A generic change management model 102
5.2 The critical contribution of appropriate HRD effort to change management effectiveness 103
5.3 Management and organization development: a vicious circle 105
5.4 Closing or bridging the HRD research-practice gap through HRD professional partnerships 110
6.1 Branches of HRD 127
6.2 Seeing the wood for the trees? 134
6.3 Convergent analysis framework (CAF) 136
6.4 From metaphor to model 138
7.1 Achieved cases by type 152
9.1 Characteristics/levels of learning potential 185
17.1 Action research cycle 360
17.2 Stages in co-operative inquiry 363
18.1 The development of theoretical explanations 385
18.2 Using the typology to review theoretical explanations 387
18.3 Using the typology to review theoretical explanations of HRD within a British context 388
18.4 Using the typology to review theoretical explanations of HRD and strategy 390

Tables
2.1 Summaries of types of scientist 30
3.1 Past and present forms of psychological contract 43
3.2 The protean career contract 45
3.3 A model of the psychological contract 48

-vii-

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