The
Problem
and
the
Solution. Practitioners often find themselves admonished to draw heavily on sound theory to inform their work, yet this theory is often inconsistent. In this chapter I outline my key beliefs regarding human resource development (HRD) and discuss the implications of these beliefs for a theory of H RD.
Get full access to this article
View all access options for this article.
References
1.
Argryis, C. (1979) Intervention theory and methodReading, MA: Addison-Wesley.
2.
Jaques, E. (1989). Requisite organizationArlington, VA: Cason Hall & Company.
3.
McLagan, P. (1989). Models for HRD practiceAlexandria, VA: ASTD Press.
4.
Mink, O., & Watkms, K. (1989). Implementing a competency-based curriculum: Models and concepts for T&D/HRD academic programsWashington, DC: American Society for Training and Development .
5.
Ruona, W.E.A. (1999). An investigation into core beliefs underlying the profession of human resource developmentSt. Paul, MN: University of Minnesota, HRD Research Center.
6.
Schön, D. (1971). Beyond the stable stateNew York: Basic Books.
7.
Scott, W.R. (1989). Rethinking human resourcesPaper presented at Texas Conference on Organizations, Lago Vista, TX
