A framework for Critical HRD practice: Transforming HRD.

Bierema, L.L.; Callahan, J.L.

Abstract

The Problem
Human resource development (HRD) has become powerfully influenced by a dominant rationality in which masculine characteristics of assertiveness, objectivity, control, and performance are privileged without question, resulting in inequitable practices and social systems such as sexism, racism, and capitalism. The humanistic roots of the field of HRD have been co-opted into serving organizations at the expense of workers and other stakeholders. The current frameworks used to understand and apply practices within the field are not sufficient to reclaim the HRD voice of organizational conscience.
The Solution
This article defines critical human resource development (CHRD) and offers a framework for envisioning the field that restructures the “holy trinity” of HRD known as Training & Development, Career Development, and Organization Development. We make a case for why a CHRD is needed and provide an overview of key, and contested, issues of practice for HRD (and CHRD) professionals—relating, learning, changing, and organizing.
The Stakeholders
Scholars and practitioners invested in exploring a new framework of CHRD.

Citation

Bierema, L., & Callahan, J. (2014). A framework for Critical HRD practice: Transforming HRD. Advances in Developing Human Resources, 16(4), 429-444. https://doi.org/10.1177/1523422314543818

• Journal Article Type: Article
• Online Publication Date: Aug 1, 2014
• Publication Date: 2014-11
• Deposit Date: Oct 19, 2021
• Journal: Advances in Developing Human Resources
• Print ISSN: 1523-4223
• Electronic ISSN: 1552-3055
• Publisher: SAGE Publications
• Peer Reviewed: Peer Reviewed
• Volume: 16
• Issue: 4
• Pages: 429-444
• DOI: https://doi.org/10.1177/1523422314543818
• Public URL: https://durham-repository.worktribe.com/output/1226610