HRD practitioner roles in organizations: challenges, congruence, and changes

The role of HRD practitioners have been a focus of research for many years. Much of this research has concentrated on information from practitioners themselves and/or on specific aspects of the current role of HRD functions in organizations. This chapter emphasises the differing perceptions of both HRD practitioners and their colleague/line managers on the HRD role in organizations. Insights are shared from the most recent research project on HRD roles currently being undertaken by the authors, drawn from a range of industries and three different countries: the USA, the UK and the Netherlands (NL). The findings of this project are set in the context of similar empirical research, as well as in the context of current conceptualisations of organization role and of HRD. The chapter concludes with observations on the relative roles of the main stakeholders in HRD practice in organizations and how these could be developed in the future.

Citation

Jones, J., Stewart, J., Kah, S., Hamlin, R., Poell, R.F., Lundgren, H. and Scully-Russ, E. (2024) HRD practitioner roles in organizations: challenges, congruence, and changes, in Rocco, T.S., Morris, M.L. & Poell, R.F. (eds.) The Sage handbook of human resource development. London: SAGE, pp. 148-160.

Type

Chapter in book

Language

en

Description

This is an author's accepted manuscript of a chapter published by SAGE in The Sage Handbook of Human Resource Development edited by Tonette S. Rocco, Michael Lane Morris & Rob F. Poell, available online: https://uk.sagepub.com/en-gb/eur/the-sage-handbook-of-human-resource-development/book284997 The accepted manuscript may differ from the final published version.

ISBN

9781529672541

Collections

Faculty of Arts, Business and Social Sciences