What is HRD? A definitional review and synthesis of the HRD domain

Abstract

Purpose -The aim of the paper is to present the findings of a definitional review and comparative study of HRD definitions. It also reports the results of comparing and contrasting a synthesis of the "intended purposes" and "processes" constituting these definitions against various definitions and conceptualisations of organisational development (OD) and coaching. Design/methodology/approach -A targeted literature review was conducted to identify and collate a comprehensive range of HRD, OD, and coaching definitions/conceptualisations. These were then subjected to forms of content and thematic analysis in search of similarities and differences. Findings -The literature review has revealed many "contradictions", "confusions" and "controversies" concerning the identity of HRD. Results from the definitional review suggest two or more of four synthesised "core purposes" of HRD are embedded explicitly or implicitly within the respective HRD definitions examined. Furthermore, these HRD "core purposes" and "processes" are virtually the same as those associated with OD and coaching Research limitations/implications -The definitions used in the study were limited to those that define HRD practice at the individual, group and organisational level, and are based on conventional and predominantly western conceptualisations. A challenge and dilemma arising from our findings bring into question the notion of HRD, OD, and coaching as unique and distinct fields of study and practice. Rather, the evidence implies there may be a compelling logic for these three fields to converge into a unified disciplinary domain concerned with "people and organisation development". Originality/value -The paper is particularly relevant for scholars interested in HRD theorising and/or developing HRD theories on the basis of empirical evidence. This is because they need to know whether the foci of their studies lie inside or outside the boundaries between HRD and other related domains. It may also be of interest to practitioners who wish to identify themselves as HRD professionals, as opposed to OD or coaching professionals.

Conceptualising inclusive talent management: potential, possibilities and practicalities

“…This conceptualisation of FITM is located firmly within the diverse definitions of HRD (Hamlin and Stewart 2011). It differs from HRD, however, in that HRD involves planned interventions at individual, group, organizational or national level.…”

The same but different: HRD master’s programmes in the United States

“…foundations and purpose of the field (Hamlin and Stewart 2011;McLean and McLean 2001;McGuire and Cseh 2006;Woodall 2001). Some scholars have argued that HRD should not be defined at all (Lee 2001;McLean 1998).…”

Training Transfer: the Case for ‘Implementation Intentions’

“…Hamlin and Stewart (2011), identified four core purposes of HRD, identified in Table 1. Enhancing human potential and personal growth The use of implementation intentions works to support each of these levels.…”