Transforming HRD: A Framework for Critical HRD Practice

Bierema, Laura and Callahan, Jamie (2014) Transforming HRD: A Framework for Critical HRD Practice. Advances in Developing Human Resources, 16 (4). pp. 429-444. ISSN 1523-4223

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Abstract

The Problem - Human resource development (HRD) has become powerfully influenced by a dominant rationality in which masculine characteristics of assertiveness, objectivity, control, and performance are privileged without question, resulting in inequitable practices and social systems such as sexism, racism, and capitalism. The humanistic roots of the field of HRD have been co-opted into serving organizations at the expense of workers and other stakeholders. The current frameworks used to understand and apply practices within the field are not sufficient to reclaim the HRD voice of organizational conscience.

The Solution - This article defines critical human resource development (CHRD) and offers a framework for envisioning the field that restructures the “holy trinity” of HRD known as Training & Development, Career Development, and Organization Development. We make a case for why a CHRD is needed and provide an overview of key, and contested, issues of practice for HRD (and CHRD) professionals—relating, learning, changing, and organizing.

The Stakeholders - Scholars and practitioners invested in exploring a new framework of CHRD.

Item Type:	Article
Uncontrolled Keywords:	critical HRD, theoretical frameworks, HRD practice, humanism
Subjects:	N600 Human Resource Management
Department:	Faculties > Business and Law > Newcastle Business School
Depositing User:	Becky Skoyles
Date Deposited:	04 May 2018 10:16
Last Modified:	19 Nov 2019 09:50
URI:	http://nrl.northumbria.ac.uk/id/eprint/34159

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