Critical Human Resource Development 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 books strength lies in bridging the gap between theory and practice by offering practical ideas and examples.
It 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.
Table of Contents:
Introduction A critical take on a critical turn in HRD
(Clare Rigg, Jim Stewart & Kiran Trehan)
Part One A Critical Turn in HRD
Introduction to Part One
ch 1. Exploring the notion of 'time' and 'critical' HRD (Sally Sambrook)
ch 2. The fallacy of ethics and Human Resource Development: How ethics limits the creation of a 'deep' profession (Tim Hatcher)
ch 3. The ethics of HRD (Jim Stewart)
Activities for Part One
Part Two In the Workplace
Introduction to Part Two
ch 4. Feminism, gender and Human Resource Development (Beverley Dawn Metcalfe)
ch 5. The mutation of HRD and strategic change: A critical perspective (Helen Francis)
ch 6. Shifting boundaries in work and learning: HRD and the case of corporate education (Jean Kellie)
Activities for Part Two
Part Three Constraints in the Classroom
Introduction to Part Three
ch 7. Putting the 'C' in HRD (Lisa Anderson and Richard Thorpe)
ch 8. How can I teach critical management in this place? A critical pedagogy for HRD: Possibilities, contradictions and compromises (Claire Valentin)
ch 9. Chuck out the chintz? 'Stripped floor' writing and the catalogue of convention: Alternative perspectives on management inquiry (Brendon Harvey)
Activities for Part Three
Part Four Critique of Critical Orthodoxies
Introduction to Part Four
ch 10. Acknowledging conflict in Communities of Practice: A figurational perspective on learning and innovating in the workplace (Valerie Owen-Pugh)
ch 11. The Learning Turn in education and training: Liberatory paradigm or oppressive ideology? (Leonard Holmes)
ch 12. Going beyond a critical turn: Hypocrisies and contradictions (Kiran Trehan, Clare Rigg and Jim Stewart)
Activities for Part Four
About the Author :
This collection from 15 contributors has been edited by Clare Rigg - Senior Lecturer, Institute of Technology, Tralee; Jim Stewart - Professor of Human Resource Development at Nottingham Business School; and Professor Kiran Trehan - Head of Management, University of Central England. List of Contributors:
Dr Sally Sambrook - University of Wales Bangor
Professor Time Hatcher - North Carolina State University, USA
Professor Russ Vince, University of Glamorgan
Beverley Metcalfe, Manchester Business School
Helen Francis, Napier University
Jean Kellie, University of Hull
Lisa Anderson & Richard Thorpe, University of Salford
Claire Valentin, The University of Edinburgh
Brendon Harvey, Coventry University Business School
Dr Valerie Owen-Pugh, University of Leicester
Len Holmes, London Metropolitan University
Professor Monica Lee, University of Lancaster
