Human Resource Development

Laura L. Bierema is Professor, Program of Adult Learning, Leadership, and Organization Development in the Mary Frances Early College of Education at the University of Georgia. Author of over 100 publications, Dr. Bierema’s scholarly interests include adult and organizational learning, critical HRD, women’s learning and leadership, career development, and coaching.Jamie L. Callahan, Ed.D., Ph.D., is Professor of Organization Studies and Ethics at Durham University in the UK. Jamie’s research addresses issues of power and privilege in organized contexts, leading her to explore marginalized groups’ experiences of leadership, learning, and organizational transformation. Her particular passion is championing gender equity.Carole J. Elliott, Ph.D., is Professor of Organisation Studies, Sheffield University Management School, UK. Carole’s research interests are interdisciplinary and address issues of power asymmetries in a range of empirical contexts, including gender and leadership learning, media and popular culture representations of leadership, and critical HRD.Tomika W. Greer, Ph.D., is Assistant Professor of Human Resource Development (HRD) in the Department of Human Development and Consumer Sciences at the University of Houston (UH). She conducts and publishes research related to career development, including postsecondary education and training, career transitions, and work-life integration for women and marginalized groups.Joshua C. Collins, Ed.D., is Associate Professor of HRD in the Department of Organizational Leadership, Policy, and Development at the University of Minnesota–Twin Cities. His research seeks to interrogate learning, development, and change in organizational settings, focusing on the experiences of racial, ethnic, gender, and sexual minorities.

• ContentsPrefaceAcknowledgmentsSECTION 1: INTRODUCTION: Introducing the Framework for Critical Human Resource DevelopmentChapter 1. History of HRD and TheoryChapter 2: Metanarratives of HRD: Paradigms, Practice, and ProcessSECTION 2 INTRODUCTION: Relating in CHRDChapter 3: Stakeholders and PowerChapter 4: Equity, Diversity, Inclusion, and DecolonizationChapter 5: The Role of HRD in Work RelationshipsSECTION 3 INTRODUCTION: Learning in CHRDChapter 6: Learning Theory and PracticeChapter 7: Adult Learning Discourses and Practices in HRDSECTION 4 INTRODUCTION: Changing in CHRDChapter 8: Theory and Practice of ChangeChapter 9: Designing and Implementing HRD InterventionsSECTION 5 INTRODUCTION: Organizing in CHRDChapter 10: Constructing OrganizationsChapter 11: Accountability in HRDSECTION 6 INTRODUCTION: Practicing HRD Holistically Chapter 12: Critical InterventionsChapter 13: Evaluation in HRDChapter 14: The Future of HRD