This handbook presents an expansive exploration of critical theory, critical perspectives, critical praxis, and the impact on the research, theory, and practice of Human Resource Development (HRD). Critical Human Resource Development (CHRD) aims to challenge the normative structures, practices, policies, definitions, and approaches which have historically dominated the field of Human Resource Development (HRD). As an approach to HRD, CHRD raises awareness of social systems, organizational policies and practices, and research paradigms that silence new ways of knowing and understanding, while advancing underrepresented and emerging approaches. Through an analysis of power and privilege, morality and ethics, and ideology and context, CHRD situates diversity, equity, inclusion, social justice, and resistance as a path forward in a rapidly-changing global society. In contrast to HRD’s traditional focus on organization development, training and development, and career development, this handbook adopts a more critical vantage point which classifies the scope and outcomes of HRD across five domains identified by CHRD scholars as key to understanding the nature and work of the field― organizing, relating, learning, changing, and advocating.
Author(s): Joshua C. Collins, Jamie L. Callahan
Publisher: Palgrave Macmillan
Year: 2022
Language: English
Pages: 435
City: Cham
Contents
Notes on Contributors
List of Figures
List of Tables
Part I Introduction
1 Critical and Social Justice Perspectives in HRD
In Whose Interest Should HRD Serve?
Editors’ Narratives: Why Are We Critical?
Joshua’s Narrative: Self-Discovery, Validation, and Liberation Through Critical HRD
Jamie’s Narrative: Moving from Disrupted to Disrupter Through Critical HRD
A Framework for Understanding the Scope of Critical HRD
Organization of the Handbook of Critical HRD
References
Part II Recontextualizing
2 Speaking Up in a Brave New World: Recontextualizing HRD in Postemotional Society
Introduction
Critical HRD
Postemotional Society
The Brave New World
A Brave New World of Postemotionalism for CHRD
Other-Directedness
Mechanization of Emotion
Voyeuristic Inaction
Implications for HRD
Relating
Organizing
Learning
Changing
Advocating
Conclusion
References
3 The Ideological, Theoretical, and Socio-Economic Context of Critical HRD: A Foundational Introduction
Introduction
Global Political Shifts
Ideology and Its Relations to Theory
Critical Ideologies for Challenging ‘Truth’
The Globalized, Neoliberal Context
Discourse Domination
Theoretical Dilemmas of CHRD
Theoretical Tensions of CHRD
Problematizing Performativity
Performativity and the Patriarchy
Dominant Masculine Rationality in HRD
The Commodified [Gig] Worker in the Neoliberal Context
Bridging the Research-Practice Gap
Tensions, Quandaries, and Opportunities Concerning Critical Compromise and Radical Change; Pragmatic Orientation and Critical Integrity, a Dichotomy?
Tensions Between Profit Maximization, Stakeholders, and (C)HRD
Shaping Policy, Practice, and Experience for Social Justice. The Role of CHRD in Organizational Equality, Diversity, and Inclusion
Chapter Summary
References
4 Morality, Ethics, and Critical HRD
What Is Morality and Ethics?
What Is a Human Resource?
What Is a Human?: Toward an Ethics of CHRD
References
5 Emotional Labor and Resistance: Implications for Critical HRD
Introduction
Literature Review
Method
Findings and Discussion
Emotion Work
Autonomous Emotional Labor
Emotional Labor
Indirect Emotional Labor
Emotional Labor Enactments
Power, Resistance, and Emotional Labor
Conclusion
Implications for HRD and Future Research
Appendix
Poetic Critical Incident: How is it?
References
6 Prefigurative Spaces: Building Community and Collective Record of Resistance to Create Change in Spaces of Organizing
Introduction
Prefigurative Politics
Prefigurative Space
Methodology
The Occupy London
The Prefigurative Space of the Occupy London
Discussion
Prefigurative Politics and CHRD
Conclusion
References
7 Reflecting Upon the Rise, Fall, and Re-emergence of Unions: Critical Approaches to the Organization of Labor
Defining and Practicing Advocacy
Critical Theory Framework
Advocacy Practices in Unions: The Highs and the Lows
Advocacy as Relating, Learning, Organizing, and Changing in HRD
Relating as Advocacy
Learning as Advocacy
Organizing as Advocacy
Changing as Advocacy
Emerging Advocacy Practices in Unions and HRD
Collective Bargaining for the Common Good
Organizing Within the Political Economy of Organizations and Industries
Coalition Building: Moving from Transactional to Transformational Spaces
Discussion
References
8 Recontextualizing Learning in Work and Leisure
Conceptualizations of Leisure
Work and Leisure
Learning in Work and Learning in Leisure
Recontextualizing Learning in Work and Leisure for HRD Theorizing and Practice
Conclusion
References
Part III Reconceptualizing
9 A New Organizational Space for Inclusion Through the Evolutionary Wholeness Praxis
What We Know: Analyzing the Current Paradigm of Diversity and Inclusion
Proposition 1: The Current Paradigm of Diversity and Inclusion Privileges Performativity
Proposition 2: The Current Paradigm of Diversity and Inclusion Commodifies Workers
Proposition 3: The Current Paradigm of Diversity and Inclusion Reproduces Power Relations
Where We Go: Envisioning an Evolving Paradigm of Diversity and Inclusion
The Principle of Whole Self
The Principle of Self-Management
The Principle of Evolving Purpose
Conclusion
References
10 Learning, Knowing, and Resisting Through Critical Approaches in Spaces of Organizing
Philosophies of Adult Learning that Frame Theory
Transformative Learning
Social-Emancipatory Approach to Transformative Learning
Psycho-Critical Approach
Common Themes in Transformative Learning
Positionalities Through a Critical Lens: Critical Race, Feminist, and Queer Theories
Feminist Theory
Critical Race Theory
Queer Theory
Limitations and Critiques
Social-Emancipatory
Psycho-Critical
Critical Race Theory
Feminism
Queer Theory
Considerations for Practice and Organizations
Conclusions
References
11 Reconceptualizing Human Capital Theory: Working and Relating on the Global Stage
Normative Conceptualization of Human Capital Theory
Reconceptualizing HCT
Mutuality
Human Agency
Dignity
Multiple Culturally Informed Approaches
Working and Relating on the Global Stage
Conclusions
References
12 Challenging Dominant Ideologies and Expanding the Narrative Habitus in Spaces of Organizing Through Critical Thinking
Narrative Habitus Through a Critical Theory Lens
Stories in Spaces of Organizing
Interrogating Dominant Ideologies Through Critical Thinking
Mitigating Bias in Prevailing Stories
Reframing Stories
Seeking Out Counter-Narratives
Conclusion
References
13 Applying Critical (Self) Advocacy and Social Justice Through Employee Resource Groups
Theoretical Foundation and Background
Self-Advocacy
Understanding the Distinction: Self-Advocacy, Self-Promotion, and Self-Agency
Self-Advocacy in Practice
Understanding the Need to Practice Self-Advocacy via ERGs
Critically Examining How Self-Advocacy in ERGs is Enacted Through Organizational Support
Implications for HRD Research and Recommendations for ERGs
Implications for HRD Research: Applying a Social Justice Approach to Research in HRD
Recommendations for ERGs: Creating a Balanced Approach to Employee Resource Groups Through an HRD Perspective
Conclusion
References
14 Reflecting on Leadership, Leading, and Leaders
Reflecting on Leadership, Leading, and Leaders
Critical Leadership Studies
People
Place
Process
Conclusion
References
15 Applying Critical, Feminist Perspectives to Developmental Relationships in HRD
Developmental Relationships (DRs) in Human Resource Development (HRD)
Defining Traditional Developmental Relationships (TDRs)
Defining Nontraditional Developmental Relationships (NDRs)
Introducing the Concept of Virtual Developmental Relationships (VDRs)
Critiquing TDRs from Feminist Perspectives
Questioning DRs from an Intersectional Feminist Viewpoint
Decolonizing DRs from a Transnational Feminist Viewpoint
Reimagining Developmental Relationships Toward Gender Equity, Social Justice, and Solidarity
A Model of Critical Feminist Developmental Relationships—CDFRs
CFDR Goals and Characteristics
Values Emancipatory DRs
Values Mutuality
Exhibits Sensitivity to Sociocultural Context
Embraces Cultural Diversity
Incorporates Participatory Reflection and Action
Interrogates Dominant, Hegemonic Views
Acts on Unjust Systems
Implications for Research and Practice
Conclusion
References
Part IV Reconnecting
16 Identity, Privilege, and Power in Critical HRD
Identity
Social Identity Theory
Social Learning Theory
Privilege
Power
Foucauldian Notions of Power
Steven Lukes and the Three-Dimensions of Power
Identity, Privilege, and Power in HRD
Troubled in Terms of Learning and (Dis)Empowerment, and Work
Implications
References
17 Community, Intersectionality, and Social Justice in Critical HRD
Critical Race Theory
Black Feminist Thought
Intersectionality
Critical HRD
Social Justice
Community
Networks
Mentoring
Employee Resource Groups and Affinity Groups
Relationships in Spaces of Organizing
Context
Stakeholders
Process
Method
Discussion/Conclusion
References
18 Understanding and Reducing Negative Interpersonal Behaviors: A Critical HRD Approach to Improve Workplace Inclusion
Relationships and Relating in the Workplace
Understanding Negative Interpersonal Behaviors
Passive and Episodic/Sporadic Behaviors
Passive and Continual/Habitual Behaviors
Aggressive and Episodic/Sporadic Behaviors
Aggressive and Continual/Habitual Behaviors
Vignettes of Negative Interpersonal Behaviors
Microaggression Scenario
Discrimination Scenario
Incivility Scenario
Bullying Scenario
Reducing Negative Interpersonal Behaviors
Raise Awareness
Empower Diverse Voices
Dispense Corrective and Disciplinary Actions for Offenses
Build Inclusive Organizational Cultures
Conclusion
References
19 Theorizing the Role of Ally Attitudes and Behaviors in Shaping Inclusive Spaces of Organizing: The Institutional Allyship Model
Introduction
Defining (and Redefining) Allyship
The HRD Function as Ally
Relating
Learning
Organizing
Changing
Recommendations
Complexities in the Definition and Focus of Allyship
Performative Allyship: A Cautionary Tale
Recommendations for Future Research
Focus of Research
Conclusion
References
20 Understanding Emotion to Enhance Learning for Individuals, Communities, and Organizations
Introduction
Why Emotions Are Integral to Human Resource Development
Why Have Emotions Been Missing from HRD?
Emotions and Workplace Inequalities
Humanism in HRD
Emotions as Part of Learning
Psychological Approaches to Emotions in HRD
Psychodynamics
Emotional Intelligence
Sociological Approaches to Emotions in HRD
Context, Culture, and Change
Emotion Work, Emotional Labor, and Emotion Management
Conclusion and Implications
References
21 New, Emerging, and Alternative Forms of Learning and Knowing: Perspectives to Inform a More Critical HRD
Reflecting on New, Emerging, and Alternative Forms of Learning and Knowing
Learning, Knowing, and Acting
The CoVID Connection
Civil Rights and Equality
Love Is a Verb
What Is Empathy
Empathy and Ways of Knowing
Empathy in Practice
Talking and Testifying
Bearing Witness as a Practice
Testimonio
Counternarratives
We Are in This Together
Empathetic Social Justice Learning
Conclusions
References
22 A Collective Autoethnographic Journey Toward Academic Repair: Unfolding Restorative Micro-Repair Practices
Collaborative Autoethnography—Writing Our Story to Illuminate Repair
The Unfolding
Structure
Process
Communality
Summary
Moving Forward: Elements of Restorative Micro-Repair…and Risk
Conclusion
References
Index
