Rigg et al. (Institute of Technology, Tralee, Nottingham Business School, and U. of Central England, UK) provide a volume containing 12 chapters by practitioners who work with critical human resource development. These business scholars from the UK and US describe theoretical ideas and debates, and examples from professional development, workplaces, and the classroom. The first section addresses the importance of going beyond performative and humanist traditions of human resource development and the last considers limitations to this approach. It takes a critical stance in contrast to books that are prescriptive, managerialist, or focused on organizational goals, and is meant for human resource development practitioners, professionals, and graduate students. Annotation ©2007 Book News, Inc., Portland, OR (booknews.com)
Papildus informācija
An examination of the latest thinking and research in Critical Human Resource Development from subject-leading Editors and Contributors, informing and supporting discussion and debate on the nature and practice of HRD.
| About the contributors |
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vii | |
| Acknowledgements |
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| Introduction. A critical take on a critical turn in HRD |
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1 | (16) |
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Part One A CRITICAL TURN IN HUMAN RESOURCE DEVELOPMENT |
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17 | (64) |
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19 | (4) |
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Exploring the notion of 'time' and 'critical' HRD |
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23 | (20) |
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The fallacy of ethics and HRD: how ethics limits the creation of a 'deep' profession |
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43 | (16) |
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59 | (22) |
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79 | (2) |
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Part Two IN THE WORKPLACE |
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81 | (66) |
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83 | (4) |
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87 | (20) |
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The mutation of HRD and strategic change: a critical perspective |
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107 | (22) |
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Shifting boundaries in work and learning: HRD and the case of corporate education |
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129 | (18) |
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145 | (2) |
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Part Three CONSTRAINTS IN THE CLASSROOM |
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147 | (52) |
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Introduction to Part Three |
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149 | (4) |
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153 | (16) |
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How can I teach critical management in this place? A critical pedagogy for HRD: possibilities, contradictions and compromises |
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169 | (12) |
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Chuck out the chintz? 'Stripped floor' writing and the catalogue of convention: alternative perspectives on management inquiry |
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181 | (18) |
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Activities for Part Three |
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197 | (2) |
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Part Four CRITIQUE OF CRITICAL ORTHODOXIES |
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199 | (54) |
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Introduction to Part Four |
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201 | (4) |
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Acknowledging conflict in 'communities of practice': a figurational perspective on learning and innovating in the workplace |
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205 | (16) |
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The learning turn in education and training: liberatory paradigm or oppressive ideology? |
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221 | (18) |
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Going beyond a critical turn: hypocrisies and contradictions |
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239 | (14) |
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251 | (2) |
| References and further reading |
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253 | (36) |
| Index |
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289 | |
This collection from 15 contributors has been edited by Clare Rigg - Senior Lecturer, Institute of Technology, Tralee; Jim Stewart - Professor of Human Resource Development at Nottingham Business School; and Professor Kiran Trehan - Head of Management, University of Central England. List of Contributors:
Dr Sally Sambrook - University of Wales Bangor
Professor Time Hatcher - North Carolina State University, USA
Professor Russ Vince, University of Glamorgan
Beverley Metcalfe, Manchester Business School
Helen Francis, Napier University
Jean Kellie, University of Hull
Lisa Anderson & Richard Thorpe, University of Salford
Claire Valentin, The University of Edinburgh
Brendon Harvey, Coventry University Business School
Dr Valerie Owen-Pugh, University of Leicester
Len Holmes, London Metropolitan University
Professor Monica Lee, University of Lancaster
