Critical Thinking in Human Resource Development PDF
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Critical Thinking in Human Resource Development Human Resource Development is an emerging profession and is of increasing importance in the workplace. This collection of articles is a response to the fast changing socio-political backdrop against which HRD scholars and practitioners are seeking to understand and interpret the field, and find new courses of action. Critical Thinking in Human Resource Development offers a radical alternative to mainstream thinking about developing people in the workplace. Traditionally, HRD literature has been based around functionalist and performativity perspectives with little attention paid to the wider social, economic and political contexts in which HRD operates. The chapters in this collection suggest new and cutting edge researchagendas for the field and introduce the use of critical theory into the study of HRD. The book contains original chapters by some of the world’s leading thinkers in the field and their work opens up the study of HRD, raising methodological questions and problematising current HRD practice. The book will be of interest to students of human resource development, human resource management and organisation and management studies. It will also appeal to critically reflexive human resource practitioners seeking alternative ways to conceptualise their profession, and to interpret the challenges they are facing in today’s organisations. Carole Elliottis a Lecturer in the Department of Management Learning at Lancaster University Management School. Sharon Turnbullis Deputy Director at the Research Centre for Leadership Studies, The Leadership Trust Foundation in Ross-on-Wye. Routledge Studies in Human Resource Development Edited by Monica Lee Lancaster University, UK HRD theory is changing rapidly. Recent advances in theory and practice, how we conceive of organisations and of the world of knowledge, have led to the need to reinterpret the field. This series aims to reflect and foster the development of HRD as an emergent discipline. Encompassing a range of different international, organisa- tional, methodological and theoretical perspectives, the series promotes theoretical controversy and reflective practice. 1. Policy Matters Flexible learning and organizational change Edited by Viktor Jakupec and Robin Usher 2. Science Fiction and Organization Edited by Warren Smith, Matthew Higgins, Martin Parker and Geoff Lightfoot 3. HRD and Learning Organisations in Europe Challenges for professionals Edited by Saskia Tjepkema, Jim Stewart, Sally Sambrook, Martin Mulder, Hilde ter Horst and Jaap Scheerens 4. Interpreting the Maternal Organisation Edited by Heather Höpfl and Monika Kostera 5. Work Process Knowledge Edited by Nick Boreham, Renan Samurçay and Martin Fischer 6. HRD in a Complex World Edited by Monica Lee 7. HRD in Small Organisations Research and practice Edited by Jim Stewart and Graham Beaver 8. New Frontiers in HRD Edited by Jean Woodall, Monica Lee and Jim Stewart 9. Human Resources, Care Giving, Career Progression, and Gender A gender neutral glass ceiling B. Coyne, Edward J. Coyne, Sr. and Monica Lee 10. The Industrial Relations of Training and Development Jason Heyes and Mark Stuart 11. Rethinking Strategic Learning Russ Vince 12. Critical Thinking in Human Resource Development Edited by Carole Elliott and Sharon Turnbull Also published in the series in paperback: Action Research in Organisations Jean McNiff, accompanied by Jack Whitehead Understanding Human Resource Development A research-based approach Edited by Jim Stewart, Jim McGoldrick and Sandra Watson Critical Thinking in Human Resource Development Edited by Carole Elliott and Sharon Turnbull First published 2005 by Routledge 2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN Simultaneously published in the USA and Canada by Routledge 270 Madison Ave, New York, NY 10016 Routledge is an imprint of the Taylor & Francis Group This edition published in the Taylor & Francis e-Library,2005. “To purchaseyourown copy of this or any of Taylor & Francis or Routledge’s collection of thousands of eBooks please go to www.eBookstore.tandf.co.uk.” © 2005 Editorial matter and selection, Carole Elliott and Sharon Turnbull; individual chapters, the contributors All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging in Publication Data A catalog record for this book has been requested ISBN 0-203-31331-3Mastere-bookISBN ISBN 0–415–32917–5(PrintEdition) Contents List of illustrations ix List of contributors x 1 Critical thinking in Human Resource Development: an introduction 1 CAROLE ELLIOTT AND SHARON TURNBULL PART I Debates on practice 9 2 Beware the unbottled genie: unspoken aspects of critical self-reflection 11 KIRAN TREHAN AND CLARE RIGG 3 Ideas for critical practitioners 26 RUSS VINCE 4 Becoming critical: can critical management learning develop critical managers? 37 CLARE RIGG 5 Management education: a tool for mismanagement? 53 FINIAN BUCKLEY AND KATHY MONKS 6 A critical review of researching Human Resource Development: the case of a pan-European project 67 SALLY SAMBROOK AND JIM STEWART viii Contents 7 HRD beyond what HRD practitioners do: a framework for furthering multiple learning processes in work organisations 85 ROB F. POELL 8 Place: a (re)source for learning 96 GINNY HARDY AND COLIN NEWSHAM 9 Critiquing codes of ethics 105 MONICA LEE PART II Theoretical debates 117 10 Good order: on the administration of goodness 119 HEATHER HÖPFL 11 Deconstructing the human in Human Resource Development 128 CHRISTINA HUGHES 12 The self at work: theories of persons, meaning of work and their implications for HRD 141 K. PETER KUCHINKE 13 “To develop a firm persuasion”: workplace learning and the problem of meaning 155 JOHN M. DIRKX 14 Sense or sensibility? A reflection on virtue and ‘emotional’ HRD interventions 175 LINDA PERRITON 15 Pedagogies of HRD: the socio-political implications 189 SHARON TURNBULL AND CAROLE ELLIOTT Index 202 Illustrations Figures 4.1 A discourse perspective on managing, organising and learning 38 4.2 Patterns of interaction between members during the Communications Forum 48 4.3 Patterns of interaction between Market ReDesign members during the sales meeting 49 6.1 An analytical tool 72 7.1 Combinations of implicit, self-directed and guided learning in six employees 87 7.2 Implicit learning at work in six employees 87 7.3 Self-directed learning, both individually and collectively, in six employees 89 7.4 Guided learning, both individually and collectively, in six employees 90 9.1 ASTD Code of Ethics 106 Table 5.1 Expected outcomes of training and development interventions at different organizational levels 54
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