Human Resource Development

Laura L. Bierema is Professor, Program of Adult Learning, Leadership, and Organization Development in the Mary Frances Early College of Education at the University of Georgia. Author of over 100 publications, Dr. Bierema’s scholarly interests include adult and organizational learning, critical HRD, women’s learning and leadership, career development, and coaching. Jamie L. Callahan, Ed.D., Ph.D., is Professor of Organization Studies and Ethics at Durham University in the UK. Jamie’s research addresses issues of power and privilege in organized contexts, leading her to explore marginalized groups’ experiences of leadership, learning, and organizational transformation. Her particular passion is championing gender equity. Carole J. Elliott, Ph.D., is Professor of Organisation Studies, Sheffield University Management School, UK. Carole’s research interests are interdisciplinary and address issues of power asymmetries in a range of empirical contexts, including gender and leadership learning, media and popular culture representations of leadership, and critical HRD. Tomika W. Greer, Ph.D., is Assistant Professor of Human Resource Development (HRD) in the Department of Human Development and Consumer Sciences at the University of Houston (UH). She conducts and publishes research related to career development, including postsecondary education and training, career transitions, and work-life integration for women and marginalized groups. Joshua C. Collins, Ed.D., is Associate Professor of HRD in the Department of Organizational Leadership, Policy, and Development at the University of Minnesota–Twin Cities. His research seeks to interrogate learning, development, and change in organizational settings, focusing on the experiences of racial, ethnic, gender, and sexual minorities.

Contents

Preface

Acknowledgments

SECTION 1: INTRODUCTION: Introducing the Framework for Critical Human Resource Development

Chapter 1. History of HRD and Theory

Chapter 2: Metanarratives of HRD: Paradigms, Practice, and Process

SECTION 2 INTRODUCTION: Relating in CHRD

Chapter 3: Stakeholders and Power

Chapter 4: Equity, Diversity, Inclusion, and Decolonization

Chapter 5: The Role of HRD in Work Relationships

SECTION 3 INTRODUCTION: Learning in CHRD

Chapter 6: Learning Theory and Practice

Chapter 7: Adult Learning Discourses and Practices in HRD

SECTION 4 INTRODUCTION: Changing in CHRD

Chapter 8: Theory and Practice of Change

Chapter 9: Designing and Implementing HRD Interventions

SECTION 5 INTRODUCTION: Organizing in CHRD

Chapter 10: Constructing Organizations

Chapter 11: Accountability in HRD

SECTION 6 INTRODUCTION: Practicing HRD Holistically

Chapter 12: Critical Interventions

Chapter 13: Evaluation in HRD

Chapter 14: The Future of HRD