LOGIN TO YOUR ACCOUNT

Username
Password
Remember Me
Or use your Academic/Social account:

CREATE AN ACCOUNT

Or use your Academic/Social account:

Congratulations!

You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.

Important!

Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message

CREATE AN ACCOUNT

Name:
Username:
Password:
Verify Password:
E-mail:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Holden, R; Griggs, V (2010)
Languages: English
Types: Unknown
Subjects:
Addressing organisation politics is problematic in all parts of the management curriculum. It alludes to the dark side of organisational life and requires engagement with contentious issues of power and interest. Yet, at the same time, it potentially provides a critical perspective or window through which a richer understanding of management can be achieved. Set in this context it provides a challenge for curriculum and associated professional development. This paper reports upon a research based teaching and learning initiative undertaken in the context of one branch of management, human resource development, and considers its application for other professions. The initiative sought to raise the profile of the politics of HRD within the curriculum. The paper discusses the research undertaken to generate teaching material and how we have subsequently deployed this research within a process of curriculum development. Outcomes are discussed at two levels. First, conventionally, in terms of our use, for example, of a number of depth case studies within the curriculum. Secondly, in terms of the impact of the initiative upon our own self development and professional practice. It is in respect of the latter where we lay claim to more 'benefits'; though questions are raised about the ease with which such benefits may be transferred into curriculum and professional development in higher education management teaching more generally.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Anderson, L., and Thorpe, R. (2007). Putting the 'C' in HRD, in Rigg, C., Stewart, J.
    • Betts, J. (2004) Theology, therapy or picket line? What's the 'good' of reflective practice in management education? Reflective Practice,5:2, 239-251.
    • Bierema, L.L. and Cseh, M. (2003) Evaluating AHRD research using a feminist research framework, Human Resource Development Quarterly, 14:1, 5-26.
    • Brookfield, S.D. (1994) Tales from the dark side: a phenomenology of adult learning and teaching, International Journal of Lifelong Education, 13:3, 203-216.
    • Buchanan, D. and Badham, R (2008), Power, Politics, and Organizational Change: winning the turf game, Sage, London.
    • CIPD, (2005), Professional Standards, Chartered Institute of Personnel and Development, CIPD, London.
    • Duassage, P., (2008) The Challenge of teaching soft' subjects to MBAs, in Martensson, P., Bild, M. and Nilsson, K. (Eds) Teaching and Learning at Business Schools, Gower, Aldershot.
    • Elliot, C. and Turnbull, S., (2005). Critical Thinking in Human Resource Development, Routledge, London.
    • Fineman, S.and Gabriel,Y., (1996). Experiencing Organisations, Sage, London.
    • Fineman, S. and McLean, A., (1984). Just tell me what to do: some reflections on running self-development training programmes, in Cox, C. and Beck, J. (Eds) Management Development: Advances in Practice and Theory, Wiley, Chichester.
    • French, R. and Grey, C. (1996). Rethinking Management Education, Sage, London.
    • Githens, R.P (2007) Critical action research in human resource development, in F.M.
    • Nafukho (Ed) Academy of Human Resource Development Conference Proceedings, 481 - 488, Bowling Green, OH: AHRD.
    • Harley, B and Hardy, C. (2004). Firing blanks ? An analysis of discursive struggle in HRM, Journal of Management Studies, 41:3, 377-400.
    • Hughes, C. (2000). Painting new (feminist) pictures of HRD and identifying research issues for political change, Management Learning, 31:1, 51-66.
    • Jamali, D. and Olayan, S.S. (2005). Changing management paradigms: implications for educational institutions, Journal of Management Development, 24:2, 104 -115.
    • Keep, E. (2004), Trapped on the low road?, Adults Learning, 15:6, 16-17.
    • Marsick, V. and O'Neil, J. (1999). The many faces of action learning, Management Learning, 30:2, 159-176.
    • Morgan, G. (1998), Images of Organisations, Sage, London.
    • Pfeffer, J. (1992), Managing with Power: Politics and Influence in Organizations Harvard Business School Press, Boston.
    • Quick, T.L. (1988), Power, Influence and Your Effectiveness in Human Resources, Addison-Wesley.
    • Reynolds, M. (1998). Reflection and critical reflection in management learning, Management Learning, 34:2, 183-200.
    • Reynolds, M. (1999). Grasping the nettle: possibilities and pitfalls of a critical management pedagogy, British Journal of Management, 9, 171-184.
    • Rigg, C. and Trehan, K. (2004). Reflections on working with critical action learning, Action Learning: Research and Practice, 1:2, 151-167.
    • Rigg, C., Stewart, J. & Trehan, K. (2007). Critical Human Resource Development, , Prentice Hall, Aldershot.
    • Stewart, J. and McGoldrick, J. (1996), Human Resource Development: Perspectives, Strategies and Practice, Prentice Hall, Harlow.
    • Tasker, J. (2006). Why are there so many women in HR ?, Personnel Today, 2 May.
    • Trehan, K. (2004). Who is not sleeping with whom? What's not being talked about in HRD? Journal of European Industrial Training, 28:1, 23-38.
    • TUC, (2005). Training - who gets it ? An analysis of the training divide at work, Trades Union Congress, London Valentin, C. (2006). Researching human resource development: emergence of a critical approach to HRD enquiry, International Journal of Training and Development, 10:1, 17-29 Valentin, C. (2007). How can I teach critical management in this place? A critical pedagogy for HRD: possibilities, contradictions and compromises, in Rigg, C., Stewart, J. and Trehan, K. (Eds) Critical Human Resource Development, Prentice Hall, Harlow.
  • No related research data.
  • No similar publications.

Share - Bookmark

Download from

Cite this article