The Training and Development Function: Its Search for Power
and Influence in Organizations

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

doi:10.1108/03090599310042519

Cited by 27 publications

(25 citation statements)

References 8 publications

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“…Further, it is seen as having the potential to make a significant impact on organizational performance and competitiveness (CIPD 2003a;Dyer and Reeves, 1995;Romiszowski, 1990;Schuler and Jackson, 1987;Ulrich and Lake, 1991). In contrast, other writers express concern about its perceived status within organizations (Garavan et al, 1993;Hamlin, 2002;Reid and Barrington, 1994) and its attempts to redefine its role (Gibb, 2003;Truss et al, 2002). This article will examine the status of HRD within the UK public service and will consider the specific interplay between the changes to the function's role, structure and its status.…”

Section: Introductionmentioning

confidence: 88%

The Human Resource Development function: the ambiguity of its status within the UK public service

Auluck

2006

International Review of Administrative Sciences

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Improving performance through better employee development practice is a recurrent theme within the UK public sector. Human Resource Development (HRD) is seen as playing a pivotal role in this process. This article will review the role, structure and status of HRD within the UK public service. It will consider the apparent paradox that exists. On the one hand, the HRD function is reported to have a vital role in the development of those working within public service organizations. On the other hand, some hold the view that the reshaping of the function is diminishing its status and influence. The article draws on the findings of the first phase of a study examining the role, structure and status of the HRD function in UK public sector organizations. Findings suggest that how the HRD function is presented and represented is problematic.

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Section: Introductionmentioning

confidence: 88%

The Human Resource Development function: the ambiguity of its status within the UK public service

Auluck

2006

International Review of Administrative Sciences

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“…Recommendations for refining current bullying prevention practices Garavan, Barnicle, and Heraty (1993) argue that achieving a strongly shared strategic vision or shifting an organization's culture is often a difficult task as new ideas and values which may be inconsistent with the current culture may not penetrate throughout the organization, making change difficult but not impossible, especially if we attend to power. We recommend several strategies for how change in both culture and climate may be accomplished.…”

Section: Determine the Attitudes And Beliefs Of Powerful And Influentmentioning

confidence: 98%

Articulating the theory of bullying intervention programs: Views from social psychology, social work, and organizational science

Hawley

Williford

2015

Journal of Applied Developmental Psychology

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“…Their relationship with management remains a subservient one because from a position of unequal status it is difficult, if not impossible, to convince line managers that they have anything to gain from granting trainers more trust, say or resources. In particular, managers see trainers here as a threat which could thwart line authority with the generation of better ideas (Garavan et al, 1993). Such ideas are seen to be in competition with line managers' notions and values.…”

Section: Exploiting Equal Status Through Organizational Changementioning

confidence: 99%

Attempts to advance the role of training: process and context

Hallier

Butts²

2000

Employee Relations

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Access to this document was granted through an Emerald subscription provided by emerald-srm:198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract While HRM has stimulated studies assessing the extent of UK training, there has been little sustained research into trainer roles and influence. Using semi-structured interviews with trainers in public and private sector organizations, considers the assumptions and tactics that trainers use to enhance their influence. Shows that, at a rudimentary level of service, attendant approaches to build credibility with line management locks training into a subservient position. Likewise, while shared threats can close some of the status gap between training and line management, alliance tactics are insufficient to improve the general status of trainers. High status training is not achieved by a progressive passage through a common sequence of mobility stages. It develops from a supportive training culture where trainers develop new ways to assess their organizational contribution on conventional performance criteria and from charismatic trainers innovating training knowledge. Continually reinventing their contribution, however, means that high status remains conditional.The current issue and full text archive of this journal is available at

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The Training and Development Function: Its Search for Power and Influence in Organizations

Cited by 27 publications

References 8 publications

The Human Resource Development function: the ambiguity of its status within the UK public service

The Human Resource Development function: the ambiguity of its status within the UK public service

Articulating the theory of bullying intervention programs: Views from social psychology, social work, and organizational science

Attempts to advance the role of training: process and context

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