Hrd 6
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I believe that this book has the potential for wide appeal – practitioners, scholars, and students of HRD and/or organizational behavior and management.
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It is with great delight that I recommend this book to others. It makes a noteworthy contribution to the still-emerging body of work related to critical HRD.
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It should not be understated the importance of the good writing across the chapters of this book – it is both scholarly and practical in its presentation and discussion of the issues.
#Hrd 6 how to#
A thorough and thoughtful reading of this text would be helpful to any scholar or practitioner of HRD, as it provides a truly impressive depth of insight into how to move beyond merely identifying problems of injustice and inequity in organizations and in the field of HRD. "As a collection of chapters penned by an international group of well-respected scholars and practitioners, the book’s principal success is in its prioritization of highly experienced critical voice. She is Co-Editor of Action Learning: Research and Practice, the first international journal dedicated to the advancement of knowledge and practice through action learning. Kiran has led a number of HRD initiatives and extensively published journal articles, policy reports, books and book chapters in the field. She is a key contributor to debates on critical approaches to HRD, leadership, and diversity and how it can be applied in a variety of business and policy domains. Kiran Trehan is Professor of Leadership and Enterprise Development at Birmingham University. She has published widely and holds various editorial roles on leading HRD, management education and ethnography journals. Sally employs a critical and autoethnographic approach to HRD research, particularly management learning and doctoral supervision. Sally Sambrook is Professor of Human Resource Development, Director of the Centre for Business Research and former Deputy Head of School and Director of Postgraduate Studies at Bangor Business School. She has worked for a number of years with practitioners from all sectors, integrating action learning and action research into issues of organisation development, leadership and management development, and has researched and written on action learning, critical action learning, management learning and HRD. His research adopts a critical stance to theorising and practicing human resource development in order to achieve more freedom for individual life projects and support for challenging established societal and organisational structures which limit human potential and emancipation.Ĭlare Rigg is a Senior Lecturer at the University of Liverpool. An award-winning researcher and writer, Jim has authored and co-edited more than 20 books, and numerous journal articles and conference papers. Jim Stewart is Professor of Human Resource Development at Coventry University. Her research agenda explores issues of power and privilege in relation to leadership, emotion management and organisation contextual issues (such as organisational learning, organisational culture, communities of practice). Jamie was also the Editor of Human Resource Development Review, the leading publication for advancing theory within the field of HRD. She has held multiple leadership positions in the American Academy of Human Resource Development (AHRD), including having served two terms as a member of the Board of Directors. Callahan is Professor and Director of the Human Resource Development Programme at Drexel University. The chapters are clustered in three distinct approaches to thinking about, talking about and doing critical practice thus, the sections of the book are titled “Reflecting”, “Voicing”, and “Enacting”.
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#Hrd 6 series#
This book offers a series of chapters that provide examples of different approaches to engaging in interventions that allow CHRD professionals to challenge power structures, and, in turn, begin to effect change for organisations and employees alike. This book offers a means to help progress CHRD from its current concern with problem recognition to a champion of meaningful change. It is here that much of the CHRD project has plateaued there is much theorising on dominant ideology, hegemony, power structures, and other artefacts of a critical agenda, yet there are comparatively few empirical explorations of the CHRD project that would facilitate practical engagement. In other words, those that would change must first recognise that there is a problem worthy of being transformed. This book contends that the project of Critical Human Resource Development (CHRD) is to effect change/transformation, and that, as such, critical scholars must expose the injustices and inequities associated with the neoliberal narrative which forms the dominant rationality of current mainstream HRD practice.