HRD practice has its conceptual roots in Human Relations, socio-technical and motivational theories. The central hypothesis of these theories is that the economic purposes of the organization and organizational members’ needs, preferences, interests might be recombined through practices of work such as teamwork, personnel empowerment, workers’ participation in the organization decision making processes, individual skill development, and so forth. In so much as HRD tools and techniques are purposely designed, adopted and used to support such practices, they should serve both the organizational logic of cost and efficiency, and that of the moral, social and intellectual development of people at work. The present paper aims at challenging this conclusion, by critically reflecting on the concepts and hypotheses of the above theories. In so doing, the analysis comes to a paradox which expresses the difficulties that the mentioned theories meet in reconnecting what they have previously separated, i.e. individuals and the organization. Starting from that, the paper highlights some building blocks of a person-centred approach to recruitment, selections, training, evaluation, rewards, and career paths.
Curzi, Ylenia e Tommaso, Fabbri. "Deconstructing Human Resource Development: towards an alternative anthropocentric approach" Working paper, University of Naples Federico II - Faculty of Economics, 2011.
|Titolo:||Deconstructing Human Resource Development: towards an alternative anthropocentric approach|
|Autore/i:||Curzi, Ylenia; Fabbri, Tommaso|
|Data di pubblicazione:||2011|
|Mese di pubblicazione:||Luglio|
|Citazione:||Curzi, Ylenia e Tommaso, Fabbri. "Deconstructing Human Resource Development: towards an alternative anthropocentric approach" Working paper, University of Naples Federico II - Faculty of Economics, 2011.|
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