Human resource development literature: current issues, priorities and dilemmas

Garavan, Thomas N.; Heraty, Noreen; Barnicle, Bridie

doi:10.1108/eum0000000004567

Cited by 60 publications

(56 citation statements)

References 29 publications

(30 reference statements)

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“…In addition, the causal link between HRD investment and organisational performance is also difficult to establish (Garavan, Heraty & Barnicle, 1999) but evidence of this relationship exists in manufacturing firms (Luoma, 2000).…”

Section: Perceived Outcomes Of Staff Training and Developmentmentioning

confidence: 99%

“…Over the years, HRD has been characterised in terms of various dimensions (see Table 1) (Garavan, Heraty & Barnicle, 1999). In the hospitality literature, prior studies (e.g.…”

Section: Hrd In the Hospitality Sector And Destination Competitivenessmentioning

confidence: 99%

“…The hospitality industry has, in recent years, shifted from fulfilling skills gap to developing competencies (Kalargyrou & Woods, 2011). Yet, this approach focuses all development activities on employee contribution to tactical as opposed to the strategic component of business strategy (Garavan, Heraty & Barnicle, 1999). The HRD function has a strong cost-benefit focus and is concerned with budgets but has a more proactive stance than need-driven HRD (Garavan, Heraty & Barnicle, 1999).…”

Section: Perceived Outcomes Of Staff Training and Developmentmentioning

confidence: 99%

“…Yet, this approach focuses all development activities on employee contribution to tactical as opposed to the strategic component of business strategy (Garavan, Heraty & Barnicle, 1999). The HRD function has a strong cost-benefit focus and is concerned with budgets but has a more proactive stance than need-driven HRD (Garavan, Heraty & Barnicle, 1999). The role of HRD is to support competitiveness in general (Luoma, 2000), rather than the adoption of a learning approach to strategy-proactively facilitating organisational change, nurturing learning within the workforce and facilitating line managers in the creation of a culture/climate of learning (Garavan, Heraty & Barnicle, 1999).…”

Section: Perceived Outcomes Of Staff Training and Developmentmentioning

confidence: 99%

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Human resource development in the hotel industry of Mauritius: myth or reality?

Prayag

Hosany

2013

Current Issues in Tourism

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The purpose of this study is to identify the role, importance and outcomes attributed to HRD by line managers in the Mauritian hotel industry. Data were collected through in-depth interviews from a purposive sample of 135 hotel line managers. A two-step procedure was followed to analyse data. First, thematic analysis identified key themes in the textual data.Second, the artificial neural software CATPAC was used to generate interrelationships among the themes. Results show that HRD is related to organisational success, service quality improvements, sharing of knowledge and improvements in operational efficiency. Four key outcomes of HRD were identified: improvements in staff attitude, better teamwork, enhanced productivity and better service delivery. The findings indicate the prevalence of a need-driven approach to HRD and the link between HRD and corporate strategy is not clear. Results have implications for organizational and destination competitiveness.

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Section: Perceived Outcomes Of Staff Training and Developmentmentioning

confidence: 99%

“…Over the years, HRD has been characterised in terms of various dimensions (see Table 1) (Garavan, Heraty & Barnicle, 1999). In the hospitality literature, prior studies (e.g.…”

Section: Hrd In the Hospitality Sector And Destination Competitivenessmentioning

confidence: 99%

Section: Perceived Outcomes Of Staff Training and Developmentmentioning

confidence: 99%

Section: Perceived Outcomes Of Staff Training and Developmentmentioning

confidence: 99%

See 2 more Smart Citations

Human resource development in the hotel industry of Mauritius: myth or reality?

Prayag

Hosany

2013

Current Issues in Tourism

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“…In particular, since the inception of the term HRD (attributed to Leonard Nadler in the early 1980s) there has been a dichotomous approach developed to HRD -on one side of the Atlantic the British have pursued a learning and development paradigm which focused on enhanced training and development genre's (Garavan, Heraty and Barnicle 1999). On the other side of the Atlantic, the Americans pursued a performance outcomes paradigm which focused on developing individuals to enhance organisational performance outcomes (Swanson and Holton 2002).…”

Section: Introductionmentioning

confidence: 99%

HRD: the shapes and things to come

Simmonds

Pedersen

2006

Journal of Workplace Learning

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There has been limited critical review and development of Human Resource Development (HRD) theory in the past two decades. It is change, and especially the rate at which change occurs, that largely influences the HRD hybrid that any organisation adopts. This paper will systematically consider the professional discussions in a number of countries to trace HRD through four key phases: the 'duet', the 'trio', the 'quartet' and concluding with the 'orchestra'.In the past, Human Resource Development (HRD) was often polarized as focusing primarily on either performance or learning -a 'duet'. The relationship between HRD and change was then developed once the integral nature of work to both performance and learning was recognised -a 'trio'. A significant addition to the exploration of learning at work then came about when authors tackled the issue of quality -a 'quartet' of learning, performance, work and quality. However, the future of HRD now lies squarely in the need for the profession to embrace fully the inextricably interrelated paradigms of movement (where people have developed from); change (and especially the rate of change); dynamism (provided from leadership); harmony and unity (resulting from cohesive partnerships) -the 'orchestra'. BACKGROUND

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The Subjective Perceptions of Critical HRD Scholars on the Current State and the Future of CHRD

Baek¹,

Kim²

2016

Human Resource Development Quarterly

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We intended to understand the currently predominant viewpoints or bodies of knowledge relative to critical human resource development (CHRD) based on personal meanings and viewpoints to a particular concept of CHRD naturalistically rather than in a theoretically induced meaning of CHRD. This research was designed to examine the subjective perceptions of CHRD scholars on the current state and the future of CHRD using Q methodology. A total of 13 CHRD scholars from the United States and the United Kingdom were asked to impose their opinions using 36 statements that were constructed according to a conceptual framework of theory–practice–research about CHRD in the current study. As a result, we identified three unique perspectives with regard to the current state and future of CHRD: (a) CHRD as an alternative HRD theoretical lens; (b) pluralistic views on CHRD practice in a broader context; and (c) the future prominence of CHRD in the HRD academic community. This revealed several implications in terms of content and practical application of criticality in organizations, which are expanded to the implications for theory, practice, and education of HRD.

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Human resource development literature: current issues, priorities and dilemmas

Abstract: Reviews the state of current HRD literature in terms of definitional issues, alternative models, dominant justifications and biases. Articulates the view that the literature is fragmented, multifaceted, and reflects a diverse range of perspectives and models.

Cited by 60 publications

References 29 publications

Human resource development in the hotel industry of Mauritius: myth or reality?

Human resource development in the hotel industry of Mauritius: myth or reality?

HRD: the shapes and things to come

The Subjective Perceptions of Critical HRD Scholars on the Current State and the Future of CHRD

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