Claire Valentin

A discourse approach to theorising HRD: opening a discursive space

Purpose – The purpose of this paper is to discuss how a discourse approach to theorising human resource development (HRD) can open a “discursive space” to challenge dominant discourses within the field; enabling a more critical discourse to emerge.Design/methodology/approach – Discusses two approaches to discourse analysis, a “practice” and a “critical” approach, and illuminates how both approaches can contribute to theorising HRD.Findings – The notion of what constitutes HRD is being constantly renegotiated both in theory and in practice. While contemporary HRD discourses are many and there is fluidity in the field a dominant discourse can be identified. The authors argue that a focus on the discourses which construct and constitute HRD need to consider both the “practice” and “the order of discourse” enabling the emergence of alternative discourses within the field.Research limitations/implications – Due to word restrictions an empirical example has not been included. However, future work will address t...

The extra mile deconstructed: a critical and discourse perspective on employee engagement and HRD

The paper explores the construct of employee engagement (EE) from a critical and discourse perspective. It is argued that the win-win discourse which characterizes much discussion on EE within a traditional management paradigm presents a decontextualized, depoliticized vision of the organization. The paper examines mainstream critiques of the construct of EE and the contribution of HRD, and notes that HRD processes and practices are seen as important contributors to engagement. It introduces a critical perspective on EE and HRD, viewing EE as a social construction. It highlights problematic assumption in mainstream literatures, such as of the accordance of employee and organization interests. The paper examines how the discourse ‘talks employee engagement into being’, how cultural management programmes serve to construct the ‘engaged employee’ and the impact of competing discourses. A discussion on disengagement reflects on the mismatch between Fordist work practices and EE. The paper concludes by arguing that viewing EE through a critical lens can potentially help towards an HRD practice that is focused on employee interests rather than largely on organizational interests.

Greening HRD Conceptualizing the Triple Bottom Line for HRD Practice, Teaching, and Research

The Problem Sustainability is an important issue that presents challenges in three areas—human resource development (HRD) practice, HRD research, and in the teaching of HRD. There is a need to develop multidisciplinary understandings. The Solution Organizational and HRD practices emerge from different perspectives and positions. Taking the triple bottom line as a starting point, this article develops a conceptual framework for thinking about and practicing HRD. Drawing on Habermas’s knowledge interests, this distinguishes three sustainability orientations: Compliance, Cooperation, and Coexistence. It argues for a critical focus and explores approaches to support deep learning and questioning, such as problem-posing education, dissensus, collaborative learning, and problematization in research. The Stakeholders HRD scholars, researchers, and practitioners. May also be of interest to others involved in environmental sustainability and critical management studies.