Simmonds, David and Pedersen, Cec (2006) HRD: the shapes and things to come. Journal of Workplace Learning, 18 (2). pp. 122-134. ISSN 1366-5626
Text (Accepted Version)
Purpose – To redefine contemporary HRD through a discussion of its conceptual development from 'training and development' to a holistic 'orchestra'.
Design/methodology/approach – HRD is often defined as being merely the training and development aspect of human resource management and this form of definition is commonly
associated with 'hard' forms of HRD which focus on the practical and strategic or 'structured' elements of organisational functioning. However, it is change, and especially the rate at which change occurs, that largely influences the HRD hybrid that any organisation adopts. This paper systematically considers 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' and a holistic definition of HRD.
Findings – HRD is a combination of structured and unstructured learning and performance-based activities which develop individual and organisational competency, capability and capacity to cope with and successfully manage change. The future of HRD now lies squarely in the need for the profession to consider and embrace 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'.
Originality/value – There has been limited critical review and development of Human Resource Development (HRD) theory in the past two decades. This paper presents a sequential discussion of the chronological development of HRD and concludes that contemporary HRD involves a holistic
approach involving both hard and soft elements – an 'Orchestra'.
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|Item Type:||Article (Commonwealth Reporting Category C)|
|Item Status:||Live Archive|
|Additional Information (displayed to public):||Accepted version deposited in accordance with the copyright policy of the publisher.|
|Depositing User:||Mr Cec Pedersen|
|Faculty / Department / School:||Historic - Faculty of Business - Department of Management and Organisational Behaviour|
|Date Deposited:||28 Jan 2010 12:54|
|Last Modified:||27 Nov 2013 04:50|
|Uncontrolled Keywords:||human resource management; change management|
|Fields of Research (FoR):||17 Psychology and Cognitive Sciences > 1701 Psychology > 170107 Industrial and Organisational Psychology
13 Education > 1301 Education Systems > 130108 Technical, Further and Workplace Education
15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150305 Human Resources Management
|Socio-Economic Objective (SEO):||C Society > 93 Education and Training > 9305 Education and Training Systems > 930502 Management of Education and Training Systems|
|Identification Number or DOI:||doi: 10.1108/13665620610647827|
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