Understanding Human Resource Development: Philosophy, Processes & Practices (Routledge Studies in Human Resource Development)

428 Pages·2002·1.45 MB·English

by  Jim Mcgoldrick

UNDERSTANDING HUMAN
RESOURCE DEVELOPMENT
This book contains original chapters by some of the leading researchers
and writers in the field of human resource development. It acts as a definitive
source of information on the design and conduct of research in HRD and
simultaneously identifies key issues and debates concerningmethodological
principles, and the possibilities and limitations of particular methods and
techniques. Each chapter in the book includes the following features:
• statement of aims
• description of theoretical and empirical context
• identification and examination of methodological issues
• description and assessment of research design
• critical analysis and evaluation
• key learning points.
Understanding Human Resource Development is essential reading for allstudents,
teachers and practitioners involved in HRD.
Jim McGoldrick is Professor of Human Resource Management at the Uni-
versity of Abertay, Dundee, where he is also Vice-Principal. Jim Stewart is
Professor of Human Resource Development at Nottingham Business School.
Sandra Watson is Head of Human Resource Management at Napier Uni-
versity Business School.
ROUTLEDGE STUDIES IN HUMAN
RESOURCE DEVELOPMENT
Edited by Monica Lee
Lancaster University, UK
This series presents a range of books which explore and debate the changing
face of human resource development, offering discussion and delineation
of HRD theory and, thus, the development of practice.
This series is aimed at human resource and organization theoreticians,
and is also of direct relevance to sociologists, psychologists and philo-
sophers, as well as those working in the areas of culture and globalization.
HR practitioners and those interested in the practical aspects of HR theory
will also find this series to be an important catalyst in understanding and
enhancing their practice.
ACTION RESEARCH IN ORGANISATIONS
Jean McNiff, accompanied by Jack Whitehead
UNDERSTANDING HUMAN RESOURCE DEVELOPMENT
A research-based approach
Edited by Jim McGoldrick, Jim Stewart and Sandra Watson
UNDERSTANDING
HUMAN RESOURCE
DEVELOPMENT
A research-based approach
Edited by Jim McGoldrick,
Jim Stewart and Sandra Watson
London and New York
First published 2002 by Routledge
11 New Fetter Lane, London EC4P 4EE
Simultaneously published in the USA and Canada
by Routledge
29 West 35th Street, New York, NY 10001
Routledge is an imprint of the Taylor & Francis Group
This edition published in the Taylor & Francis e-Library, 2004.
© 2002 Editorial matter and selection by Jim McGoldrick,
Jim Stewart and Sandra Watson; individual chapters
the contributors
All rights reserved. No part of this book may be reprinted or
reproduced or utilised in any form or by any electronic,
mechanical, or other means, now known or hereafter
invented, including photocopying and recording, or in any
information storage or retrieval system, without permission in
writing from the publishers.
British Library Cataloguing in Publication Data
A catalogue record for this book is available
from the British Library
Library of Congress Cataloging in Publication Data
Understanding human resource development: a research-based
approach / edited by Jim McGoldrick, Jim Stewart, and Sandra
Watson.
p. cm. — (Routledge studies in human resource development)
Includes bibliographical references and index.
1. Personnel management—Research. I. McGoldrick, Jim, 1952–
II. Stewart, Jim, 1950– III. Watson, Sandra. IV. Series.
HF5549.15 .U52 2001
658.3—dc21 2001019638
ISBN 0-203-36119-9 Master e-book ISBN
ISBN 0-203-37375-8 (Adobe eReader Format)
ISBN 0–415–22609–0 (hbk)
ISBN 0–415–22610–4 (pbk)
CONTENTS
Illustrations vii
Contributors ix
Preface xiii
Acknowledgements xx
1 Researching HRD: philosophy, process and practice 1
JIM MCGOLDRICK, JIM STEWART AND SANDRA WATSON
2 Defining the research question: on seizing the moment as
the research question emerges 18
MONICA LEE
3 Problems of method in HRD research: company-based
lifelong learning and ‘longitudinality’ 41
JIM MCGOLDRICK, GRAEME MARTIN AND JUDY PATE
4 The tools of freedom and the sources of indignity 65
JOHN HAMBLETT, RICK HOLDEN AND DENISE THURSFIELD
5 Towards evidence-based HRD practice 93
BOB HAMLIN
6 Researching HRD in small organizations 122
ROSEMARY HILL
7 Evaluating the impact of management development on
performance 146
JONATHAN WINTERTON AND RUTH WINTERTON
8 Learning for change by telling stories 166
JEFF GOLD, STUART WATSON AND MIKE RIX
v
CONTENTS
9 Learning to change, changing to learn: case studies in
the automotive sector 182
PENNY WEST
10 Analysing quantitative research 204
DARREN C. SHORT AND K. PETER KUCHINKE
11 Writing the research story 226
SALLY SAMBROOK
12 Ethical issues in HRD research 255
RONA S. BEATTIE AND MARILYN MCDOUGALL
13 Implementing networked learning with HRD professionals
internationally 273
CATHERINE EDWARDS
14 Implications for reflective HRD practitioners of the
influence of life experience on managers’ career decisions 293
GORONWY DAVIES AND TONY WILSON
15 Going native!: ethnographic research in HRD 315
RONA S. BEATTIE
16 Convergence and divergence in HRD: research and
practice across Europe 339
JEAN WOODALL, ALISON ALKER, CHRISTINA MACNEIL AND SUE SHAW
17 Using action research to explore the development needs of
second generation Asian small businesses 355
CLARE RIGG, KIRAN TREHAN AND MONDER RAM
18 A new approach to the literature review 377
SALLY SAMBROOK
19 Postscript: the future for HRD research 395
JIM MCGOLDRICK, JIM STEWART AND SANDRA WATSON
Index 399
vi
ILLUSTRATIONS
Figures
2.1 Paradigm A: scientific approach to research 21
2.2 Paradigm B: phenomenological approach to research 21
2.3 Four ways of seeing the world 29
5.1 A generic change management model 102
5.2 The critical contribution of appropriate HRD effort to
change management effectiveness 103
5.3 Management and organization development: a vicious
circle 105
5.4 Closing or bridging the HRD research–practice gap
through HRD professional partnerships 110
6.1 Branches of HRD 127
6.2 Seeing the wood for the trees? 134
6.3 Convergent analysis framework (CAF) 136
6.4 From metaphor to model 138
7.1 Achieved cases by type 152
9.1 Characteristics/levels of learning potential 185
17.1 Action research cycle 360
17.2 Stages in co-operative inquiry 363
18.1 The development of theoretical explanations 385
18.2 Using the typology to review theoretical explanations 387
18.3 Using the typology to review theoretical explanations
of HRD within a British context 388
18.4 Using the typology to review theoretical explanations
of HRD and strategy 390
Tables
2.1 Summaries of types of scientist 30
3.1 Past and present forms of psychological contract 43
3.2 The protean career contract 45
3.3 A model of the psychological contract 48
vii
ILLUSTRATIONS
3.4 The key principles of lifelong learning 50
6.1 European Commission’s definitions of SMEs 123
6.2 The case-study organizations 128
6.3 Comparison of HRD approaches in the three cases 140
7.1 Characteristics of collaborating cases 153
7.2 Spearman rank correlation coefficients 160
9.1 Individual readiness to learn and the organizational response 186
11.1 Summary of general differences in the structure and style of
writing 239
16.1 Contextual factors influencing HRD in mainland Europe 341
viii
CONTRIBUTORS
Joint editors
Jim McGoldrick Professor of Human Resource Management and Vice-
Principal of the University of Abertay, Dundee; President of the Uni-
versity Forum for HRD and former Vice-President (Training and
Development) of the Chartered Institute of Personnel and Develop-
ment. Member of the Management Board of Human Resource Develop-
ment International.
Jim Stewart Professor of Human Resource Development, Nottingham
Business School, Nottingham Trent University; Chair of the University
Forum for HRD.
Sandra Watson Head of Human Resource Management, Napier Business
School, Napier University, Edinburgh.
Contributors
Alison Alker Lecturer in Employee Development, Lancashire Business
School, the University of Central Lancashire.
Rona S. Beattie Senior Lecturer in Human Resource Management and
Development, Caledonian Business School, Glasgow Caledonian Uni-
versity. Leader of the Voluntary Sector Research Centre.
Goronwy Davies Principal Lecturer in Training and Development, Wol-
verhampton Business School, Wolverhampton University.
Catherine Edwards Lecturer in Continuing Education, the University of
Warwick.
Jeff Gold Principal Lecturer in Human Resource Development, Leeds
Business School, Leeds Metropolitan University.
John Hamblett Senior Lecturer in the School of Economics and Human
Resource Management, Leeds Business School, Leeds Metropolitan
University.
ix