National Human Resource Development in Transitioning Societies in the Developing World: Concept and Challenges

Abstract

The problem and the solution. Synthesizing findings from five selected case studies reflective of high-transitioning countries in the developing world, this article proposes a number of comparative discoveries about the necessary role and nature of national human resource development in this context. One such discovery is the influence of the political, economic, and sociocultural environments on the necessary nature and role of national human resource development in each country. A second is that context and intent shape and inform what makes for responsible human resource development. Another is that discoveries from this and other studies suggest emerging models and necessary attributes, components, and dimensions useful for informing an integrative and collaborative theoretical and sense-making framework for future study and practice of national human resource development. These and other discoveries pose numerous challenges to the human resource development profession—challenges that will require fundamental reperceiving by its professionals.

Who is citing whom: Citation network analysis among HRD publications from 1990 to 2007

“…Although the studies here are related to the theory building and definition of HRD (Metcalfe & Rees, 2005;Wang & McLean, 2007), the difference from the studies in the first block is that articles in Block 2 involve more contextual research in various cultural regions (e.g., Dirani, 2006;Lynham & Cunningham, 2006;McLean, 2004;Nafukho & Hinton, 2003;Sydhagen & Cunningham, 2007).…”

Conceptualising inclusive talent management: potential, possibilities and practicalities

“…What we focus on cannot be independent of what we are doing and why ' (2004, p. 49). Its realisation in practice, therefore, will depend much on pre-existing social, political, cultural and historic conditions and on geographical location (Lynham and Cunningham 2006) and it remains up to the people involved in different societies to figure out by democratic deliberation how FITM could and should be implemented, if at all. However, the principles of FITM connect to different national HRD priorities and examples include lifelong learning and workplace transformation in Singapore (Osman-Gani 2004), poverty alleviation in India (Rao 2004) and raising performance in South Africa (Lynham and Cunningham 2004).…”

Assessment and evaluation of national human resource development system competitiveness in emerging countries

“…Examples include China, whose central government took center stage in the entire process of human resource development including planning, execution, and evaluation, and the UK, whose government played a facilitating role to foster agreement among various actors implementing the HRD resource development program (Cho and McLean 2004). Lynham and Cunningham (2006) defined HRD as an area of professional theories and practices to support various performance systems and defined NHRD as an area of professional theories and practices to support the country as a performance system. In this context, we can summarize that NHRD aims to develop and realize expertise within a society by improving individuals' learning competency and performance to promote a country's economic performance and its political and social development.…”