Developing "new commons" between HRD research and practice: case studies of UK universities

Mavin, S., Wilding, P., Stalker, B., Simmonds, D.A.J., Rees, C. and Winch, F. 2007. Developing "new commons" between HRD research and practice: case studies of UK universities. Journal of European Industrial Training. 31 (1), pp. 4-18.

TitleDeveloping "new commons" between HRD research and practice: case studies of UK universities
AuthorsMavin, S., Wilding, P., Stalker, B., Simmonds, D.A.J., Rees, C. and Winch, F.
Abstract

Purpose - The purpose of this paper is to report on a Forum for HRD initiative to proactively engage with HRD practitioners to develop 'new commons' in the research-practice nexus. Researchers joined a community of UK university HRD practitioners, negotiated a research project mapping the terrain of HRD practice, explored how research informed these are and identified future practice relevant HRD research.

Design/methodology/approach - The research process is described as grounded in relationship building and collaboration. Researchers utilized qualitative research methods to develop small-scale empirical research and explore HRD practice in four case study universities and the UK Leadership Foundation for Higher Education.

Findings - Findings are presented in the following themes: organizational approaches to HRD; underpinning philosophies and interventions as research informed and contracting and evaluating external providers and identifies opportunities to develop new commons between theory and practice via collaborative partnerships between the Forum for HRD and UK university HRD practitioners.

Research limitations/implications - Future empirical research which is practice relevant is necessary in the area of evaluation of non-accredited HRD interventions, the challenges of developing leadership and management in UK HE and the HRD research-practice nexus.

Practical implications - The paper has valuable implications for bridging the space between HRD research and practice; it surfaces the practitioners' 'lack of voice' within the profession and field of HRD and the lack of opportunities for the development of individual HRD practitioners.

Originality/value - The link between practice and theory within universities should be more developed, as HRD academics, a theoretical resource, are also 'clients' of a University's HRD approach in practice. The research highlights how the reverse is the case, with the link between theory and practice under developed.

KeywordsHuman resource development, research, universities
JournalJournal of European Industrial Training
Journal citation31 (1), pp. 4-18
ISSN0309-0590
Year2007
Digital Object Identifier (DOI)doi:10.1108/03090590710721709
Publication dates
Published2007

Related outputs

A model for outsourcing HRD
Simmonds, D.A.J. and Gibson, R. 2008. A model for outsourcing HRD. Journal of European Industrial Training. 32 (1), pp. 4-18.

Training and learning
Simmonds, D.A.J. 2008. Training and learning. in: Porter, C., Bingham, C. and Simmonds, D.A.J. (ed.) Exploring human resource management London, UK McGraw-Hill. pp. 279-300

HRD: the shapes and things to come
Simmonds, D.A.J. and Pedersen, C. 2006. HRD: the shapes and things to come. Journal of Workplace Learning. 18 (2), pp. 122-135.

How to be a team leader: the simple way to build and manage an effective team
Simmonds, D.A.J. 2004. How to be a team leader: the simple way to build and manage an effective team. London, UK Hamlyn.

Designing and delivering training
Simmonds, D.A.J. 2003. Designing and delivering training. London, UK Chartered Institute of Personnel and Development.

Permalink - https://westminsterresearch.westminster.ac.uk/item/91z1x/developing-new-commons-between-hrd-research-and-practice-case-studies-of-uk-universities


Share this
Tweet
Email