Human Resource Development (HRD) involves the design, delivery and evaluation of learning and/or training interventions within organisations to improve the work performance of individuals and groups. This edited collection will demonstrate the potential of identity theorising for problematizing and reconceptualising HRD activities. Identity will thus be established as a foundation for enhancing HRD policy and practice.
While identity has emerged as a key focus for theoretical debate and for empirical research within management and organisational studies, the potential of identity as a new paradigm for understanding learning and for examining HRD more broadly is still emergent. That identity has such potential can be seen in the increasing recognition that training and development for many contemporary occupations represents nothing less than a "project of the self".
Identity as a Foundation for Human Resource Development will complete a gap in the market providing sound, single source, theoretical foundations from the latest trends in identity theorising, now a key area of organisation studies, and apply these to HRD policy and practice. The emphasis throughout will be on informing HRD policy and practice, research and education the book includes a chapter on resources and techniques for HRD educators. In short, the book will "put identity to work" for HRD scholars.
The intended audiences are Human Resource Development scholars, academics, students and professionals, this exciting new volume will provide a thoughtful theoretical analysis and operational practise for modern HRD.
1. Introduction: HRD —In Search of Identity (Russell Warhurt, Kate Black and Sandra Collett)
Part 1: Theoretical Lenses
2. Exploring Traditions of Identity Theory for Human Resource Development (Peter McInnes, Sandra Corlett, Christine Coupland, Jerry Hallier and Juliette Summers)
3. Subjectivity and Human Resource Development: A Quest for Intersubjectivity (Stephen Billett)
4 Examining Career Pathing Through the Lens of Identity Theories (Kristin M. Schnatter, Jason J. Dahling and Samantha L. Chau)
5. Optimal Distinctiveness and Human Resource Development (Amy E. Randel, Christopher D. Zatnick and Jone L. Pearce)
Part 2: Critical Theoretical Lenses
6. Power and Self-Identity: Positive Psychology Applied to Human Resource Development (Matthew McDonald, David Bubna-Litic, Arthur Morgan, Susan Mate and Lan Thi Nguyen)
7. Queer Theory Meets HRD Research and Practice (Nick Rumens)
Part 3: Methodologies for Working with Identity
8. Methods for Researching Identity in HRD (Kate Black and Russell Warhurt)
9. Repertory Grid Technique as a Useful Tool for Assessing Identity and Identity Change in HRD (Rosalía Cascón-Pereira)
Part 4: Empirical Applications of Identity in HRD Research
10. Becoming a Software Professional: Tensions in Transitions (Jacob Vakkayil)
11. Exploration of Identity Conflict During Post-Merger Integration (Catherine Olusanmi)
12. Coaching as a Liminal Space (Sara Zaeemdar)
13. Rights and Wrongs of Manager Identity (Ali Rostron)
14. The Development of Identity Among Retired People (David Sims)
Part 5: Empirical Studies of Professional Identities
15. The Role of Identity Continuities for Careers (Simone Haasler)
16. Professional Identity, a Neglected Core Concept of Professional Development (Tom P.A. Van Oeffelt, Manon C. Ruijters, Anouk A.J.C.Van Hees and P. Robert-Jan Simons)
17. Conclusion: Identity as a Foundation for HRD (Russell Warhurt, Kate Black and Sandra Collett)
HRD theory is changing rapidly. Recent advances in theory and practice, in how we conceive of organizations and of the world of knowledge, have led to the need to reinterpret the field. This series aims to reflect and foster the development of HRD as an emergent discipline. Encompassing a range of different international, organizational, methodological and theoretical perspectives, the series promotes theoretical controversy and reflective practice.