TY - JOUR
T1 - Critically challenging some assumptions in HRD
AU - O'Donnell, David
AU - McGuire, David
AU - Cross, Christine
N1 - Publisher Copyright:
© 2006, John Wiley and Sons Inc. All rights reserved.
PY - 2006/3
Y1 - 2006/3
N2 - This paper sets out to critically challenge five interrelated assumptions prominent in the (human resource development) HRD literature. These relate to: the exploitation of labour in enhancing shareholder value; the view that employees are co-contributors to and co-recipients of HRD benefits; the distinction between HRD and human resource management; the relationship between HRD and unitarism; and the relationship between HRD and organizational and learning cultures. From a critical modernist perspective, it is argued that these can only be adequately addressed by taking a point of departure from the particular state of the capital–labour relation in time, place and space. HRD, of its nature, exists in a continuous state of dialectical tension between capital and labour – and there is much that critical scholarship has yet to do in informing practitioners about how they might manage and cope with such tension.
AB - This paper sets out to critically challenge five interrelated assumptions prominent in the (human resource development) HRD literature. These relate to: the exploitation of labour in enhancing shareholder value; the view that employees are co-contributors to and co-recipients of HRD benefits; the distinction between HRD and human resource management; the relationship between HRD and unitarism; and the relationship between HRD and organizational and learning cultures. From a critical modernist perspective, it is argued that these can only be adequately addressed by taking a point of departure from the particular state of the capital–labour relation in time, place and space. HRD, of its nature, exists in a continuous state of dialectical tension between capital and labour – and there is much that critical scholarship has yet to do in informing practitioners about how they might manage and cope with such tension.
UR - http://www.scopus.com/inward/record.url?scp=31444438212&partnerID=8YFLogxK
U2 - 10.1111/j.1468-2419.2006.00243.x
DO - 10.1111/j.1468-2419.2006.00243.x
M3 - Article
AN - SCOPUS:31444438212
SN - 1360-3736
VL - 10
SP - 4
EP - 16
JO - International Journal of Training and Development
JF - International Journal of Training and Development
IS - 1
ER -