Human Resource Development: Theory and Practice

Citation

Garavan, T.N. (2010), "Human Resource Development: Theory and Practice", Journal of European Industrial Training, Vol. 34 No. 6, pp. 579-581. https://doi.org/10.1108/03090591011061257

Book synopsis

This book sets out to provide a comprehensive coverage of both HRD Theory and Practice. The book is targeted at second year and final year undergraduate students, but may also be of interest to a practitioner audience. It consists of four sections and 19 chapters. Section 1: Looking Out: Macro Considerations of HRD covers a number of definitional and contextual topics. These include the nature and scope of HRD, strategic HRD, and national HRD policies and practices. Section 2: Looking in: Principles of HRD considers a number of more traditional and core areas such as learning theories and principles, the identification of training needs, the design and delivery of training, and the evaluation of training. Section 3: Looking at HRD at Work considers a mixture of topics including workplace learning and knowledge management, management development, leadership development, teams and team development, HRD and diversity, and e‐learning. Section 4: Looking Around: HRD in Different Contexts considers the contrasting contexts of HRD practice, continuing professional development and lifelong learning, graduate employment, crisis cultural HRD, and the future of HRD.

The book therefore provides both broad and deep coverage of the majority of topics that fall within the subject matter of HRD. Its content reflects the way in which the subject matter has evolved in the past 20 years. A number of case studies, case vignettes, reflective questions, and activities are interspersed across the chapters, providing instructors with opportunities to look at the application of theory to practice. At the end of each chapter, a summary of the key learning points is provided along with a set of discussion questions which can be used to stimulate class discussions. The authors and editors have also drawn upon a wide selection of media materials (newspaper articles, web site material, and government reports) to illustrate the contemporary relevance of HRD and highlight the wide range of contexts that HRD is employed in. For instance, the opening chapter use the following quote from an airline pilot on the occasion of the opening of Terminal 5, Heathrow Airport: “It's the same muppets that made our lives a misery at Terminal 1, 2, 3, and 4 running the show, we should not be that surprised”. From here, the authors go on to provide the background to the problems which beset the opening of Terminal 5 looking specifically at the failure of the training and development strategy. It is this translation of theory into practice which helps the book connect with its readers.

The book is compiled by a team of editors, mostly based at Leeds Business School, Leeds Metropolitan University. The editorial team and contributors are widely experienced in the field of HRD and draw upon this experience to produce valuable insights on the state of the field.

Evaluation

The book is a very important contribution to the field of HRD. There are a number of features of the book that are particularly useful to students, practitioners of HRD, and HRD academics. The book has a very unified feel to it even though there are five primary authors and 14 other contributors. The range of topics covered is both interesting and up to date. I particularly liked the material on teams and team development, e‐learning, cross‐cultural HRD, workplace learning, and knowledge management. The thematic structure of the book works very effectively. However, Section 1 may not have totally delivered on what it promised. I would have liked to see more discussion of the global context and how it is impacting HRD. Similarly, it would have been useful to discuss the role of MNCs in shaping HRD practice. The book could also have included a full chapter on talent management and development.

These are however minor criticisms in what I consider to be a fine contribution to the growing and vibrant field that is HRD at this time. The final chapter of the book is particularly instructive. It signals a number of useful trajectories along which HRD may develop in the future. The book is a model of conceptual clarity and it achieves a fine balance between description and analysis. A fine achievement indeed.

In the authors own words

It might seem a subject of little dispute to determine which academic disciplines underpin and inform HRD. This part of the debate, however, at least as to which are the most significant and influential. What can be said with some confidence is that HRD is concerned with understanding and explaining that behaviour is of some potential relevance to HRD (p. 16).

Certainly, as a profession, HRD has sought to advance towards an inclusive future and the learning and knowledge‐based society. There are fears that this movement is not enjoyed by everyone, and in the UK especially, there has been a polarization between organizations that pursue a high‐skills and knowledge route to performance improvement and those where low skill remains the requirement of work (p. 473).

About the reviewer

Thomas N. Garavan is an Associate Dean, Postgraduate Studies and Executive Education, Kemmy Business School, University of Limerick. A graduate of the University of Limerick (BBS, 1982; MBS, 1985) and the University of Bristol (Doctor of Education, 1996), he has authored or co‐authored 14 books and 100 refereed journal papers and book chapters. Thomas N. Garavan can be contacted at: thomas.garavan@ul.ie