Key Intersections between HRD and Management

Autor/in	Egan, Toby M.
Titel	Key Intersections between HRD and Management
Quelle	In: Human Resource Development Quarterly, 22 (2011) 2, S.223-234 (12 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1044-8004
DOI	10.1002/hrdq.20075
Schlagwörter	Expertise; Labor Force Development; Administration; Administrators; Administrator Role; Context Effect; Human Resources; Cooperation; Teamwork; Goal Orientation; Organizational Objectives; Interviews; Interprofessional Relationship + Suchen Sie Ihr Suchwort? Expert appraisal; Arbeitskräftebestand; Verwaltung; Humankapital; Co-operation; Kooperation; Zielorientierung; Zielvorstellung; Business goal; Unternehmensziel; Interviewing; Interviewtechnik
Abstract	This article is in part inspired by an HRD director's insight that his HRD staff should view themselves as HRD Family Doctors, suggesting that a doctor-patient relationship was similar in many respects to the HRD-manager consulting relationship. Although that is possible in some organizations, the author's interviews with corporate managers and HRD practitioners suggested that this was not the case. Both managers and HRD practitioners did not view the relationship between HRD and management as modeling the exchange between a doctor and patient. In essence, that approach often puts too much responsibility on the wrong partner. The moderately defined roles and contexts in which HRD practitioners and managers operate rely more on cooperation and teamwork than dependency on HRD experts, as one might expect in a more traditionally conceived "doctor-knows-all" paradigm. In fact, the resource dependency equation is most commonly the other way around; HRD is reliant on management to supply resources for HRD's internal efforts, but is sometimes underutilized. The individuals the author has quoted in this article suggest an approach whereby HRD and management stakeholders work together to improve management functioning and achieve organizational goals. This was particularly true when the managers and HRD staff worked as partners. The need for management and HRD collaboration seemed much different from the hierarchical relationship that may come to mind when thinking about a doctor and patient. In fact, the resource-dependent nature of HRD on management most often situates management on the upper end of the hierarchy. At the same time, those managers who had positive HRD-related outlooks and experiences suggested that internal HRD practitioners added value to their individual development as managers and to the effectiveness of organization-wide management, and could thereby offer both effective diagnosis and a shared approach to any intervention. The author contends that there is an obvious need for dialogue among HRD practitioners, managers, and respective scholars from both fields. (ERIC).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10