This book is part of the Routledge Studies in Human Resource Development Series, which is intended to promote theoretical challenges and reflective practice within human resource development (HRD). The text is a compilation of articles and original chapters from 17 authors (including the editors) from the UK, Europe and the USA. Primarily the background of the authors is within academia and research, although many also have consultancy experience particularly in the areas of management and HRD. Each author is considered to be a leading edge, critical thinker within their area of subject expertise. The intended readership comprises academics and students of human resource management (HRM) and HRD, organisational development, and management studies, plus reflective and critical practitioners seeking new thinking and challenges to their current practice.
Within the text, HRD is placed in a broader socio‐political context while also being viewed as an emerging profession that is of growing importance in the workplace. Alternative perspectives for both the needs of individuals and the sustainable development of organizations in post‐industrial economies are suggested as outcomes for potential readers. The book represents an honest and often challenging critique of orthodox HRD research and practice and an opportunity for researchers and practitioners to question and reflect critically on both their own practice and on current thinking within the field.
The text is divided into two parts, one which considers debates of practice and the use of critical theory in studying HRD. Among topics covered are critical self reflection, ideas for critical practitioners and a critical review of researching HRD.
The editors state that the overarching theme of Part 1 considers the issues around reflective practice and critical reflection in HRD and learning.
Part 2 considers theoretical debates and the current and potential notions of “self” within organisational settings. This is undoubtedly the more deep and philosophical aspect of the book and presents the reader with a number of conceptual challenges. Readers of a more academic inclination are likely to find Part 2 an easier read than those who are not.
Overall the text is thought provoking, with some chapters being easier to read than others. To gain most benefit from the book the reader would be advised to take time in reading each chapter as an individual element, putting the book down and reflecting deeply on the content and implications of what is being suggested, before continuing to the next chapter.
This book is for serious students (including academics and practitioners) of HRD and its price bracket suggests the same. Its strength is that it is challenging, questioning and in some places controversial but always forward looking in terms of the implications for HRD, organisations and individuals. References are up to date and there is plenty of opportunity to identify further reading. Reading the text is potentially a very intense experience but a worthwhile one if you consider critical reflection in your chosen field of HRD to be an area for your own personal and professional development.
