New Frontiers in HRD Free

The book is presented rather as a forum to debate the leading edge of HRD theory. Current management theory seems to be perceived as a series of “urban myths” based upon the administration of 1950s American organisations. The aim is not so much to settle controversies as to place them in a contemporary setting and deconstruct their root assumptions.

An interesting and balanced debate is presented about the lack (or absence) of any real consensus over the role of HRD. As such, the views of theorists are examined in a most engaging fashion. The possibility of different perceptions form the interest groups involved – employers, line managers, trainees, academics, etc., is only hinted at. However, all readers are likely to have their prior assumptions challenged. It is thus likely to be of more interest to academics than to practicing mangers and HRD professionals – this may reflect badly on the practitioners!

More examples and empirical evidence would have been helpful.

The case study approach applying the “all is flux” philosophy of Heraclitus makes for fascinating reading. An application of the controversy between Plato and Aristotle between “ideal” and “essence” may have proved revealing. The critique of the realities of HRD practice juxtapose with the theorising quite effectively.

I would love to hear the views of those responsible for the decision to close the Masters course Lee discusses!

The scope for ethical dilemmas and controversies is established quite clearly. However, clear examples would have helped. Ethics seem to be confused with mere competence; or perhaps all legitimate conflicts of interest are seen as ethical issues. The chapter is very thought provoking, but the issues could have been more sharply presented.

This chapter establishes possible conflicts of interest between learners and their organisations. It is obvious that there will be such conflicts. Cannot parties to an honest and legitimate conflict of interest try to resolve it ethically? How to try to do so may have made a more useful line of inquiry. One problem that could well have been emphasised is the common perception that line managers tend to place a fairly low priority on their staff's development. Is this true (I am not aware of any reliable empirical evidence). If so, how should HRD professionals react?

The case study used is a very interesting one and valid conclusions seem to have been drawn.

The issues of HRD in this area are presented in an interesting way. However, two central problems of management in the voluntary sector are not given the attention they deserve. First, there is the problem of selecting and managing people who possess two qualities rarely found in combination – a high social concern and a high level of managerial and administrative efficiency. Second there is the problem of managing volunteers – especially if they are working along with paid staff. The codes of conduct presented could form the basis of a productive in-house workshop. As with all such codes, the key problem is one of enforcement.

This examines the perennial issue of the development of both managers and professionals. An interesting debate ensues, with a little help from Max Weber! Perhaps more attention could have been paid to need for professionals to apply their expertise to corporate problems, rather than merely proffer advice and leave the applications to managers.

The theories trying to explain the potential for project-based learning are presented clearly. However, this framework never seems to address the problems of what the organisation seeks from the project and from the learning and how this may clash with the objectives of the learner and the HRD professional. Resolving such conflicts would provide a challenge – but also a potentially productive creative tension.

Is likely to be of particular interest to theorists, but practicing HRD professionals need to become aware of the problems discussed here. Good examples are used and the insight that business-driven decisions and actions are intrinsically political is one that could usefully inform most theorising about organisational life.

This involves an airing of several predictable academic grievances, emphasising the problems of being faced with conflicting demands upon one's time and priorities. All academics will feel the problems to be familiar; will they be aware that so will most managers?

Does the rise of “the knowledge economy” make Taylorism obsolete? The critical mass is towards hoping so, but it seems to be taking an awful long time! This chapter reflects on the HRD implications. One was left wondering, are the main such implications the obvious and direct ones or is it more a matter of the HRD aspects of information flow and new control mechanisms?

This is a clear and systematic approach to the issues, helped by nice taxonomies. As with the previous chapter, readers must patiently wait five years or so to see how the predictions turn out. The writers have demonstrated the foresight to predict what will happen; will they later possess the mental agility to explain why it didn’t?

Academics will enjoy this book – it's awash with ideas and fresh perspectives. It provides some very productive material for discussion.

Practicing HRD professionals would also benefit from reading it; but I’m not sure that many of them could be persuaded to give doing so a sufficiently high priority against the other demands made upon them – a dilemma that is (ironically) alluded to in some parts of the book.