Bob Hamlin

What is HRD? A definitional review and synthesis of the HRD domain

Purpose – The aim of the paper is to present the findings of a definitional review and comparative study of HRD definitions. It also reports the results of comparing and contrasting a synthesis of the “intended purposes” and “processes” constituting these definitions against various definitions and conceptualisations of organisational development (OD) and coaching.Design/methodology/approach – A targeted literature review was conducted to identify and collate a comprehensive range of HRD, OD, and coaching definitions/conceptualisations. These were then subjected to forms of content and thematic analysis in search of similarities and differences.Findings – The literature review has revealed many “contradictions”, “confusions” and “controversies” concerning the identity of HRD. Results from the definitional review suggest two or more of four synthesised “core purposes” of HRD are embedded explicitly or implicitly within the respective HRD definitions examined. Furthermore, these HRD “core purposes” and “pro...

Competence‐based Qualifications: The Case against Change

Provides a contribution to the debate in the UK on the appropriateness of competence‐based qualifications. Identifies a number of weaknesses in the competence philosophy as currently defined, and a number of operational problems in implementing a national scheme of competence‐based vocational qualifications. Argues that the change to competence qualifications is unlikely to bring benefits commensurate with the required investment, and that the approach will be unworkable for higher level professional and managerial jobs. The first in a series of three, which is intended to stimulate critical debate within the education and training professions. The series will end with recommendations on a way forward within the established NCVQ framework.

Bridging the HRD research-practice gap through professional partnerships

This article strongly supports the case for more research informed practice within the field of HRD, particularly organizationally-based research conducted as part of an ‘HRD Professional Partnership’ of the kind advocated by Jacobs (1997). A UK-based example of such a partnership set within one part of the British Civil Service is presented. This demonstrates how HRD practice can be profoundly influenced and enhanced by robust rigorous internal research, and illustrates the successful bridging of the much talked about ‘HRD research-practice gap’. A number of lessons are drawn from this case study of particular relevance both to HRD practitioners, HRD academics and organizational leaders concerned with cultural and other strategic change issues.

Competence‐based Qualifications: The Case for Established Methodologies

The second in a series of three articles which provide a contribution to the debate in the UK on the appropriateness of competence‐based qualifications. Identifies and emphasizes some of the particular strengths of established qualification methodologies which provide clear advantage over the competence philosophy. Draws attention to a number of false assumptions about current practices which premise the competency case.

Competence‐based Qualifications: A Way Forward

Third and last of a series of articles examining the case for competence‐based qualifications in the UK. Reviews the previous two articles prior to identifying strengths in the competence philosophy and methodology and weaknesses in established practice. Concludes that competence‐based qualifications require modification in operation if they are to realize the potential benefits and advantages claimed. Two models of argued changes are provided as a basis for a suggested way forward.

Competence‐based Qualifications – A Reply to Bob Mansfield

Responds to Bob Mansfield′s critique of the author′s earlier work. Examines the criticisms put forward by Mansfield of the analysis of competence and competence‐based NVQs published in earlier issues of the Journal of European Industrial Training by Stewart and Hamlin. Provides an academic and practice‐oriented response and argues against the points expressed by Mansfield. Concludes that the original critical analysis of competence and NVQs remains valid and that Mansfield′s critique is not sustainable.

Approaches to Management Development in the UK

An empirical study of the criteria of managerial effectiveness in UK secondary schools is described, and the implications of the findings are discussed in relation to the current controversial debate in the UK surrounding the “universal competence approach” versus the “process approach” to Management Education, Training and Development (METD). Using critical incident technique and factor analysis to generate job dimensions from behavioural data, 16 criteria were identified. When compared with those applying in industrial, commercial and public sector organisations, as reported in the UK and USA literature, seven appeared to be held in common. These were deemed to be “universal” but made up less than half the total job domain; the other nine criteria appeared to be “situation” specific. The results suggest that to some extent the “universally effective manager” does exist, however, other strong evidence supports the views of those who promote the alternative “process approach”.

Effecting change in management culture

This article describes the outcome of a series of research-based organization development (OD) interventions used to bring about management culture change within one part of the British Civil Service. • The application of well-grounded and academically rigorous internal research findings to inform and shape the OD interventions designed to impact culture in support of strategic change are discussed. • The results reported lend support to the analysis of the concept of ‘cultural lag’ and its application. • It is argued that the credibility of the internal research base, derived from its academic credentials and the full commitment of a visionary leader, were significant factors in overcoming the restraining forces of ‘cultural lag’ applying at the time. • A case is made for more use within the UK of strategically led research-based approaches to management and organization development.

Perceived managerial and leadership effectiveness in Colombia

Purpose – The purpose of this study was to identify what Colombians perceive as effective and least effective/ineffective managerial behavior. Design/methodology/approach – This study was conducted following a qualitative methodology based on the philosophical assumptions of pragmatism and the “pragmatic approach” (Morgan, 2007). The critical incident technique was used to generate data from a purposive sample of 27 managers and non-managerial employees located in Medellin and Bogota, Colombia. Findings – The results of this study suggest that effective managers in Colombia are those who are supportive, caring, considerate, participative, understanding, communicative and flexible, and are also good problem solvers. Research limitations/implications – This study focused on the perceptions of Colombian managers and non-managerial employees only. Therefore, the description of effective and least effective/ineffective managers in Colombia could be highly value-laden from the national cultural perspective. Hen...