UNDERSTANDING HUMAN RESOURCE DEVELOPMENT This book contains original chapters by some of the leading researchers and writers in the field of human resource development. It acts as a definitive source of information on the design and conduct of research in HRD and simultaneously identifies key issues and debates concerningmethodological principles, and the possibilities and limitations of particular methods and techniques. Each chapter in the book includes the following features: • statement of aims • description of theoretical and empirical context • identification and examination of methodological issues • description and assessment of research design • critical analysis and evaluation • key learning points. Understanding Human Resource Development is essential reading for allstudents, teachers and practitioners involved in HRD. Jim McGoldrick is Professor of Human Resource Management at the Uni- versity of Abertay, Dundee, where he is also Vice-Principal. Jim Stewart is Professor of Human Resource Development at Nottingham Business School. Sandra Watson is Head of Human Resource Management at Napier Uni- versity Business School. ROUTLEDGE STUDIES IN HUMAN RESOURCE DEVELOPMENT Edited by Monica Lee Lancaster University, UK This series presents a range of books which explore and debate the changing face of human resource development, offering discussion and delineation of HRD theory and, thus, the development of practice. This series is aimed at human resource and organization theoreticians, and is also of direct relevance to sociologists, psychologists and philo- sophers, as well as those working in the areas of culture and globalization. HR practitioners and those interested in the practical aspects of HR theory will also find this series to be an important catalyst in understanding and enhancing their practice. ACTION RESEARCH IN ORGANISATIONS Jean McNiff, accompanied by Jack Whitehead UNDERSTANDING HUMAN RESOURCE DEVELOPMENT A research-based approach Edited by Jim McGoldrick, Jim Stewart and Sandra Watson UNDERSTANDING HUMAN RESOURCE DEVELOPMENT A research-based approach Edited by Jim McGoldrick, Jim Stewart and Sandra Watson London and New York First published 2002 by Routledge 11 New Fetter Lane, London EC4P 4EE Simultaneously published in the USA and Canada by Routledge 29 West 35th Street, New York, NY 10001 Routledge is an imprint of the Taylor & Francis Group This edition published in the Taylor & Francis e-Library, 2004. © 2002 Editorial matter and selection by Jim McGoldrick, Jim Stewart and Sandra Watson; individual chapters the contributors All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging in Publication Data Understanding human resource development: a research-based approach / edited by Jim McGoldrick, Jim Stewart, and Sandra Watson. p. cm. — (Routledge studies in human resource development) Includes bibliographical references and index. 1. Personnel management—Research. I. McGoldrick, Jim, 1952– II. Stewart, Jim, 1950– III. Watson, Sandra. IV. Series. HF5549.15 .U52 2001 658.3—dc21 2001019638 ISBN 0-203-36119-9 Master e-book ISBN ISBN 0-203-37375-8 (Adobe eReader Format) ISBN 0–415–22609–0 (hbk) ISBN 0–415–22610–4 (pbk) CONTENTS Illustrations vii Contributors ix Preface xiii Acknowledgements xx 1 Researching HRD: philosophy, process and practice 1 JIM MCGOLDRICK, JIM STEWART AND SANDRA WATSON 2 Defining the research question: on seizing the moment as the research question emerges 18 MONICA LEE 3 Problems of method in HRD research: company-based lifelong learning and ‘longitudinality’ 41 JIM MCGOLDRICK, GRAEME MARTIN AND JUDY PATE 4 The tools of freedom and the sources of indignity 65 JOHN HAMBLETT, RICK HOLDEN AND DENISE THURSFIELD 5 Towards evidence-based HRD practice 93 BOB HAMLIN 6 Researching HRD in small organizations 122 ROSEMARY HILL 7 Evaluating the impact of management development on performance 146 JONATHAN WINTERTON AND RUTH WINTERTON 8 Learning for change by telling stories 166 JEFF GOLD, STUART WATSON AND MIKE RIX v CONTENTS 9 Learning to change, changing to learn: case studies in the automotive sector 182 PENNY WEST 10 Analysing quantitative research 204 DARREN C. SHORT AND K. PETER KUCHINKE 11 Writing the research story 226 SALLY SAMBROOK 12 Ethical issues in HRD research 255 RONA S. BEATTIE AND MARILYN MCDOUGALL 13 Implementing networked learning with HRD professionals internationally 273 CATHERINE EDWARDS 14 Implications for reflective HRD practitioners of the influence of life experience on managers’ career decisions 293 GORONWY DAVIES AND TONY WILSON 15 Going native!: ethnographic research in HRD 315 RONA S. BEATTIE 16 Convergence and divergence in HRD: research and practice across Europe 339 JEAN WOODALL, ALISON ALKER, CHRISTINA MACNEIL AND SUE SHAW 17 Using action research to explore the development needs of second generation Asian small businesses 355 CLARE RIGG, KIRAN TREHAN AND MONDER RAM 18 A new approach to the literature review 377 SALLY SAMBROOK 19 Postscript: the future for HRD research 395 JIM MCGOLDRICK, JIM STEWART AND SANDRA WATSON Index 399 vi ILLUSTRATIONS Figures 2.1 Paradigm A: scientific approach to research 21 2.2 Paradigm B: phenomenological approach to research 21 2.3 Four ways of seeing the world 29 5.1 A generic change management model 102 5.2 The critical contribution of appropriate HRD effort to change management effectiveness 103 5.3 Management and organization development: a vicious circle 105 5.4 Closing or bridging the HRD research–practice gap through HRD professional partnerships 110 6.1 Branches of HRD 127 6.2 Seeing the wood for the trees? 134 6.3 Convergent analysis framework (CAF) 136 6.4 From metaphor to model 138 7.1 Achieved cases by type 152 9.1 Characteristics/levels of learning potential 185 17.1 Action research cycle 360 17.2 Stages in co-operative inquiry 363 18.1 The development of theoretical explanations 385 18.2 Using the typology to review theoretical explanations 387 18.3 Using the typology to review theoretical explanations of HRD within a British context 388 18.4 Using the typology to review theoretical explanations of HRD and strategy 390 Tables 2.1 Summaries of types of scientist 30 3.1 Past and present forms of psychological contract 43 3.2 The protean career contract 45 3.3 A model of the psychological contract 48 vii ILLUSTRATIONS 3.4 The key principles of lifelong learning 50 6.1 European Commission’s definitions of SMEs 123 6.2 The case-study organizations 128 6.3 Comparison of HRD approaches in the three cases 140 7.1 Characteristics of collaborating cases 153 7.2 Spearman rank correlation coefficients 160 9.1 Individual readiness to learn and the organizational response 186 11.1 Summary of general differences in the structure and style of writing 239 16.1 Contextual factors influencing HRD in mainland Europe 341 viii CONTRIBUTORS Joint editors Jim McGoldrick Professor of Human Resource Management and Vice- Principal of the University of Abertay, Dundee; President of the Uni- versity Forum for HRD and former Vice-President (Training and Development) of the Chartered Institute of Personnel and Develop- ment. Member of the Management Board of Human Resource Develop- ment International. Jim Stewart Professor of Human Resource Development, Nottingham Business School, Nottingham Trent University; Chair of the University Forum for HRD. Sandra Watson Head of Human Resource Management, Napier Business School, Napier University, Edinburgh. Contributors Alison Alker Lecturer in Employee Development, Lancashire Business School, the University of Central Lancashire. Rona S. Beattie Senior Lecturer in Human Resource Management and Development, Caledonian Business School, Glasgow Caledonian Uni- versity. Leader of the Voluntary Sector Research Centre. Goronwy Davies Principal Lecturer in Training and Development, Wol- verhampton Business School, Wolverhampton University. Catherine Edwards Lecturer in Continuing Education, the University of Warwick. Jeff Gold Principal Lecturer in Human Resource Development, Leeds Business School, Leeds Metropolitan University. John Hamblett Senior Lecturer in the School of Economics and Human Resource Management, Leeds Business School, Leeds Metropolitan University. ix