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Article
Publication date: 11 July 2016

Grace C. Khoury and Beverley McNally

The purpose of this paper is to report on the findings of a study exploring the challenges confronting the provision of human resource development (HRD) in large Palestinian…

Abstract

Purpose

The purpose of this paper is to report on the findings of a study exploring the challenges confronting the provision of human resource development (HRD) in large Palestinian organizations.

Design/methodology/approach

A mixed methods approach was used to gather the data. The quantitative data were analysed using statistical programme for social sciences. Qualitative data were analysed using thematic analysis.

Findings

The first challenge pertained to the need for large-scale investment in human capital while at the same time facing serious resource constraints. Additional challenges were; the operational nature of the HR function, the limited training and development expertise and the lack of alignment between educational institutions and employers’ needs.

Research limitations/implications

This exploratory study provides recommendations for future explanatory research to contribute to the literature examining national human resource development (NHRD) in high-conflict societies.

Practical implications

The findings have implications for both policy makers and the HRD profession. There are also implications for the prioritization of development funding.

Social implications

There is an identified need for closer alignment between the country’s education system, the needs of the workplace and the HRD function in organizations. The overarching recommendation is that the HRD function be considered from a NHRD and human capital theory perspectives.

Originality/value

This study is the first of its type to be conducted in Palestine. The findings highlight the importance of NHRD to the sustainable nation-building process in Palestine.

Details

Journal of Management Development, vol. 35 no. 6
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 16 February 2015

Diane Rose Keeble-Ramsay and Andrew Armitage

The paper aims to report initial empirical research that examines UK employees’ perceptions of the changing nature of work since the Global Financial Crisis (GFC) to consider how…

4298

Abstract

Purpose

The paper aims to report initial empirical research that examines UK employees’ perceptions of the changing nature of work since the Global Financial Crisis (GFC) to consider how the financial context may have constrained HRD practice and more sustainable approaches.

Design/methodology/approach

Focus group research was facilitated through collective group discussion. Through template analysis of the findings, thematic analysis was undertaken to extend prior research. Themes used by Hassard et al. (2009) in terms of the changing nature of the workplace between 2000 and 2008, were used to provide new data on HRD realities.

Findings

Participants reported diminishing personal control over changes within the workplace and a cultural shift towards a harsher work climate. HRD was considered as silenced or absent and associated solely with low cost-based e-learning rather than acting in strategic role supporting sustainable business objectives.

Research limitations/implications

Whilst providing only indications from employee perceptions, the research identifies a weakened HRD function. The key contribution of this paper lies with empirical evidence of post-GFC constraints placed upon HRD strategies. It further identifies whether alternative development approaches, mediated by organisational learning capabilities, might emancipate UK HRD.

Social implications

This paper engenders a debate around the status of HRD within the UK organisations, further to the global financial crisis (GFC), where HRD might be viewed as at a juncture to argue a need for a shift from a financialised mode for people management towards one of greater people focus.

Originality/value

This research provides initial findings of the impact of the economic climate. It considers new approaches which might resolve expiring HRD through more sustainable practices.

Details

European Journal of Training and Development, vol. 39 no. 2
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 28 September 2010

Andrew Armitage

The purpose of this paper is to propose an approach for the teaching and delivery of HRD practices, professional skills and theory that challenges the modernist orthodoxy of…

1067

Abstract

Purpose

The purpose of this paper is to propose an approach for the teaching and delivery of HRD practices, professional skills and theory that challenges the modernist orthodoxy of contemporary organisational life and the requirements of professional bodies.

Design/methodology/approach

First, the territory of a critical HRD pedagogy is defined within practices that respect human freedom and individual dignity as opposed to instrumentalism and target setting. Second, it will advocate an approach for a HRD pedagogy that has its roots within the lost paradigm of sentimentalism that emphasises the belief in the goodness of humanity informing the romantic notions of human imagination, creativity and respect for the individual that is realised through the dialogical process.

Findings

The findings, evinced by vignettes, advocate a critical HRD pedagogy and the development of professional skills that base their values and ethics within emancipatory practices if organisations are to create and support sustainable learning environments rather than those located within the conventional wisdom of modernist orthodoxy.

Practical applications

This paper calls for a critical HRD pedagogy and learning environments where individuals are engaged in the transformation of their socio‐historical‐political worlds and advocates dialogue is central to classroom practice if it is to realise the potential and creative impulses of individuals.

Originality/value

This paper contributes to the critical HRD discourse in the development of knowledge, skills, values and professional practice by addressing the constraints of classroom practice in its response to the demands and tensions of professional bodies. It explicitly develops a critical HRD pedagogy that has implications for the assessment of HRD programmes and of their resourcing.

Details

Journal of European Industrial Training, vol. 34 no. 8/9
Type: Research Article
ISSN: 0309-0590

Keywords

Article
Publication date: 1 October 2006

David McGuire and Maria Cseh

The study explored the views of leading human resource development (HRD) academics regarding five main issues: the disciplinary bases of HRD, the historical milestones in HRD, the…

5689

Abstract

Purpose

The study explored the views of leading human resource development (HRD) academics regarding five main issues: the disciplinary bases of HRD, the historical milestones in HRD, the constituent components of HRD, the leading contributions in terms of journal articles and books to the development of HRD and the future of HRD.

Design/methodology/approach

A Delphi methodology was adopted. The views of editorial board members of the four main HRD journals (Human Resource Development Quarterly, Human Resource Development International, Advances in Developing Human Resources, Human Resource Development Review) and of the Board of Directors of the Academy of Human Resource Development were sought.

Findings

Adult learning, systems theory and psychology were identified as the disciplinary bases of HRD. Works by Knowles, Nadler and McLagan were viewed as the leading contributions to the field. Adjusting to changes in work patterns and how work is organized was identified as a key trend influencing the field. Issues of professionalisation and balancing the needs of employees, organizations and society were identified as the key challenges facing the field.

Originality/value

Examines key trends and challenges facing HRD.

Details

Journal of European Industrial Training, vol. 30 no. 8
Type: Research Article
ISSN: 0309-0590

Keywords

Article
Publication date: 5 April 2011

Kiran Trehan and Clare Rigg

This paper aims to advance theoretical understanding of the concept of “critical human resource development”.

2653

Abstract

Purpose

This paper aims to advance theoretical understanding of the concept of “critical human resource development”.

Design/methodology/approach

This is a conceptual paper.

Findings

Foregrounding questions of power, emotions and political dynamics within the analysis of organisational learning and development activity, critical approaches in HRD pay particular attention to the importance of context, interests and patterns of inter‐relationships amongst organisation stakeholders. It is notable that much of the work in this area operates on a theoretical plane, and is often light on practical guidance or recognition of the distinctive contexts of HRD practice, compared to other areas of critical learning.

Research limitations/implications

Empirical investigations that have systematically applied critical approaches to HRD are in short supply, and their potential to enrich HRD practice has rarely been explored. This paper contributes to addressing these gaps.

Originality/value

Firstly, it elucidates the concept of critical HRD through illuminating the diversity of theoretical perspectives; secondly, it demonstrate some of the intricacies and discrepancies within current theorising on critical HRD; thirdly, it raises questions for the practical significance of tools and insights informed by critical HRD.

Details

Journal of European Industrial Training, vol. 35 no. 3
Type: Research Article
ISSN: 0309-0590

Keywords

Article
Publication date: 14 June 2022

Yonjoo Cho, Robin Grenier and Peter Williams

The purpose of this paper is to offer a collection of articles that explore some of the many innovative approaches to qualitative inquiry and to challenge HRD scholars and…

1194

Abstract

Purpose

The purpose of this paper is to offer a collection of articles that explore some of the many innovative approaches to qualitative inquiry and to challenge HRD scholars and practitioners to consider using innovative approaches in their work. In doing so, qualitative research in HRD can better capture and honour voices, experiences and meaning making of individuals, teams, organizations and communities.

Design/methodology/approach

Using Lê and Schmid’s (2022) definition of innovation in qualitative research, the authors selected four innovative approaches to qualitative research that have the potential to enhance HRD research and practice: use of multiple-case study designs in case study research in HRD, a new take on critical incident technique, a narrative approach of testimonio and a visual approach of participant photography.

Findings

Innovative approaches to qualitative research in this special issue include a review of case study research in HRD by Tkachenko et al., a new take on the familiar critical incident technique of Watkins et al., a narrative approach to testimonio by Salcedo et al. and a visual approach to participant photography by Hurtienne et al. The last article, by Grenier et al., addresses the implications of these articles to the field of HRD and points to additional directions for innovative qualitative approaches that can help to understand and create more inclusive, democratic and just organizations.

Research limitations/implications

The articles in this special issue are intended to spark a dialogue about the meaning of innovation in qualitative research in HRD. It also can serve as an impetus for considering how innovative approaches to qualitative research can better tackle questions that come from the new normal of the workplace, society and diverse contexts.

Practical implications

This special issue will give HRD scholars and practitioners a realistic, practical view on how innovation in qualitative research can help in exploring specific problems in the workplace. The articles will offer a glimpse into how specific social complex issues can be explored and addressed through innovative approaches, new and tried/modified, to qualitative inquiry.

Originality/value

Four articles introduce new and tried/modified qualitative methods, and their value is in prompting HRD scholars and practitioners to consider some of the innovative approaches in exploring, understanding and transforming the workplace. The final article is a review of more innovative qualitative approaches for HRD scholars and practitioners to understand complex organizational phenomena and promote positive and inclusive change accordingly.

Details

European Journal of Training and Development, vol. 46 no. 7/8
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 30 January 2007

Sharon Mavin, Philip Wilding, Brenda Stalker, David Simmonds, Chris Rees and Francine Winch

The purpose of this paper is to report on a Forum for HRD initiative to proactively engage with HRD practitioners to develop “new commons” in the research‐practice nexus…

2223

Abstract

Purpose

The purpose of this paper is to report on a Forum for HRD initiative to proactively engage with HRD practitioners to develop “new commons” in the research‐practice nexus. Researchers joined a community of UK university HRD practitioners, negotiated a research project mapping the terrain of HRD practice, explored how research informed these are and identified future practice relevant HRD research.

Design/methodology/approach

The research process is described as grounded in relationship building and collaboration. Researchers utilized qualitative research methods to develop small‐scale empirical research and explore HRD practice in four case study universities and the UK Leadership Foundation for Higher Education.

Findings

Findings are presented in the following themes: organizational approaches to HRD; underpinning philosophies and interventions as research informed and contracting and evaluating external providers and identifies opportunities to develop new commons between theory and practice via collaborative partnerships between the Forum for HRD and UK university HRD practitioners.

Research limitations/implications

Future empirical research which is practice relevant is necessary in the area of evaluation of non‐accredited HRD interventions, the challenges of developing leadership and management in UK HE and the HRD research‐practice nexus.

Practical implications

The paper has valuable implications for bridging the space between HRD research and practice; it surfaces the practitioners' “lack of voice” within the profession and field of HRD and the lack of opportunities for the development of individual HRD practitioners.

Originality/value

The link between practice and theory within universities should be more developed, as HRD academics, a theoretical resource, are also “clients” of a University's HRD approach in practice. The research highlights how the reverse is the case, with the link between theory and practice under developed.

Details

Journal of European Industrial Training, vol. 31 no. 1
Type: Research Article
ISSN: 0309-0590

Keywords

Article
Publication date: 31 May 2013

Meera Alagaraja

The purpose of this article is to outline the role of human resource development (HRD) in Lean strategy as the context for assessing interactions with internal customers…

2360

Abstract

Purpose

The purpose of this article is to outline the role of human resource development (HRD) in Lean strategy as the context for assessing interactions with internal customers. Identifying the perceived gap in role expectations and fulfillment emphasizes important priorities and offers tangible measures for assessing HRD contributions. A focus on business strategies such as Lean enhances HRD's strategic value. Central to the study is the proposition that HRD value and effectiveness revolves around the perceptions of key internal stakeholders in the organization.

Design/methodology/approach

This study explores internal customer perceptions of HRD in a select organization using a qualitative case study method. Key stakeholders responsible for Lean implementation were identified as internal customers. Further, the focus on Lean helped to narrow the scope of the investigation. Interactions between key stakeholders and HRD professionals during Lean implementation were assessed.

Findings

The findings from the study suggest that effectively performing transactional responsibilities (reducing employee relations incidences, errors in processing routines) not only strengthen transactions effectiveness, but also enhance HRD's capacity for strategic involvement in the organization. Involvement in Lean strategy was considered critical as it highlights opportunities for increased strategic involvement for HRD. A new finding from the study suggests that a focus on HRD's strategic value also enhances transaction effectiveness. Further, ignoring, excluding or undervaluing HRD role and involvement in business strategy adversely affects organizational effectiveness.

Practical implications

Communication of role expectations between organizational group members (HRD and internal customers) would reduce the level of disagreement, reduce potential conflict and enhance the value and effectiveness of HRD. In order to pursue this line of thinking in practice, the study recommends HRD practitioners to become intentional about the selection and development of potential business partners in the organization.

Originality/value

The study suggests that HRD's transactional responsibilities influence customers' perceptions of HRD's capacity for a strategic role in the organization. Effectively performing transactional responsibilities not only enhances HRD effectiveness but also offers opportunities for increasing HRD's added value to the organization. A new finding from the study also suggests that a focus on the strategic value enhances HRD effectiveness in organizations.

Details

European Journal of Training and Development, vol. 37 no. 5
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 25 January 2019

Boreum Ju

The purpose of this study was to explore the foundational theories in human resource development (HRD) by reviewing the literature from an HRD perspective. The following research…

2641

Abstract

Purpose

The purpose of this study was to explore the foundational theories in human resource development (HRD) by reviewing the literature from an HRD perspective. The following research questions guide the study: What are the core theories related to adult and professional education, organizational development and strategic HRD? What are the conceptual frameworks associated with adult and professional education, organizational development and strategic HRD? How have these theories and conceptual frameworks applied the research and practice of HRD?

Design/methodology/approach

This study reviewed the HRD definitions and core theories. The core theories and conceptual frameworks related to adult and professional education, organizational development and strategic human resource development were described. The application of these theories and conceptual frameworks to the research and practice of HRD was addressed.

Findings

The psychology theories that were explored were the adult learning theories, and that gestalt-psychology, behavioral psychology and cognitive psychology were illustrated. Systems theory was explored and explained in relation to organization development. Economic theory was explored and explained focusing on human capital theory; and it was demonstrated how economic theory is associated with strategic HRD.

Originality/value

The core-theory description and linking to adult and professional education, organizational development and strategic HRD may give understanding of the HRD foundations and ethical perspective that is essential for both scholars and professionals. The conceptual frameworks presented can be used to help facilitate discussions on developing or implementing HRD programs.

Details

European Journal of Training and Development, vol. 43 no. 1/2
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 29 April 2014

Thomas N. Garavan and Ronan Carbery

The purpose of this paper is to set the context for the five papers in this issue that propose new perspectives and/or address the current state of specific sub-fields within…

1130

Abstract

Purpose

The purpose of this paper is to set the context for the five papers in this issue that propose new perspectives and/or address the current state of specific sub-fields within Human Resource Development (HRD).

Design/methodology/approach

The approach consists of an overview of the development of the field from the perspective of research topics, theoretical perspectives and methodological approaches.

Findings

HRD as an academic discipline continues to evolve and gain a foothold within the broader fields of Human Resource Management (HRM), Education and Organisation Behaviour.

Originality/value

The five papers presented in this issue identify interesting research questions and challenges for HRD as a field of research and practice.

Details

European Journal of Training and Development, vol. 38 no. 4
Type: Research Article
ISSN: 2046-9012

Keywords

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