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Bridging the Scholar-Practitioner Gap in Human Resources Development

Book Description

Human resource professionals are an essential part of an organization; by helping to establish a rapport between employees and their managers and providing individual support, they ensure the overall well-being and success of an establishment. However, in certain sectors, such as academia or industrial settings, their role still remains unclear. Bridging the Scholar-Practitioner Gap in Human Resources Development examines the knowledge breach in the role of human resources professionals and the pivotal role they play in an organization. Featuring timely research, future implications, and practical applications of theoretical assumptions, this publication is a pivotal source for professionals, practitioners, academics, and researchers interested in the impact human resources specialists have in organizational settings.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright Page
  4. Book Series
    1. Mission
    2. Coverage
  5. Editorial Advisory Board
  6. List of the Reviewers
  7. Foreword
    1. REFERENCES
  8. Foreword
  9. Preface
    1. FUTURE IMPLICATIONS FOR INTEGRATION OF THEORY AND PRACTICE IN HRD AND MANAGEMENT
    2. THE CHALLENGES
    3. SEARCHING FOR A SOLUTION
    4. ORGANIZATION OF THE BOOK
    5. REFERENCES
  10. Acknowledgment
  11. Chapter 1: Human Resource Development as a Knowledge Management System
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. MAIN FOCUS OF THE CHAPTER
    5. SOLUTIONS AND RECOMMENDATIONS
    6. FUTURE RESEARCH DIRECTIONS
    7. DISCUSSION AND IMPLICATIONS FOR PRACTICE
    8. CONCLUSION
    9. REFERENCES
    10. ADDITIONAL READING
    11. KEY TERMS AND DEFINITIONS
  12. Chapter 2: HRD ‘Scholar-Practitioner'
    1. ABSTRACT
    2. INTRODUCTION
    3. THE SCHOLAR AND HRD
    4. THE PRACTITIONER AND HRD
    5. HRD SCHOLAR-PRACTITIONER
    6. THEORY, PRACTICE, AND RESEARCH GAPS IN HRD
    7. FILLING GAP BETWEEN THEORY AND PRACTICE
    8. FILLING GAP BETWEEN RESEARCH AND PRACTICE
    9. CONCLUSION
    10. REFERENCES
  13. Chapter 3: The Interplay between Theory and Practice in HRD
    1. ABSTRACT
    2. INTRODUCTION
    3. THE THEORY/PRACTICE CONTINUUM
    4. THEORY AND PRACTICE
    5. CAPITALISM AND HRD
    6. PRAGMATISM
    7. A WAY FORWARD
    8. REFERENCES
    9. KEY TERMS AND DEFINITIONS
  14. Chapter 4: Career Development Models and Human Resource Development Practice
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. MAIN FOCUS OF THE CHAPTER
    5. SOLUTIONS AND RECOMMENDATIONS
    6. FUTURE RESEARCH DIRECTIONS
    7. CONCLUSION
    8. REFERENCES
    9. ADDITIONAL READING
    10. KEY TERMS AND DEFINITIONS
  15. Chapter 5: Strategic Human Resource Development Alignment
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. STRATEGIC HRD ALIGNMENT LINKAGES
    5. MODEL OF STRATEGIC HRD ALIGNMENT FROM THE EMPLOYEE’S PERSPECTIVE
    6. IMPLICATIONS AND FUTURE RESEARCH DIRECTIONS
    7. CONCLUSION
    8. REFERENCES
    9. ADDITIONAL READING
    10. KEY TERMS AND DEFINITIONS
  16. Chapter 6: Theorizing the Research-Practice Gap in the Field of Management
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. THEORETICAL PERSPECTIVES ON THE RESERCH-PRACTICE GAP IN THE MANAGEMENT LITERATURE
    5. SOLUTIONS, RECOMMENDATIONS, AND FUTURE DIRECTIONS FOR RESEARCH AND PRACTICE
    6. CONCLUSION
    7. ACKNOWLEDGMENT
    8. REFERENCES
    9. ADDITIONAL READING
    10. KEY TERMS AND DEFINITIONS
  17. Chapter 7: Evidence-Based Organizational Change and Development
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. MAIN FOCUS OF THE CHAPTER
    5. SOLUTIONS AND RECOMMENDATIONS
    6. FUTURE RESEARCH DIRECTIONS
    7. CONCLUSION
    8. ACKNOWLEDGMENT
    9. REFERENCES
  18. Chapter 8: Corporate Trainers
    1. ABSTRACT
    2. INTRODUCTION
    3. ORGANIZATIONAL ASPECTS OF TRAINING
    4. TRAINERS: SKILLS AND COMPETENCIES
    5. THE LEARNING PERSPECTIVE
    6. CHANGING ROLE OF TRAINING
    7. SCHOLARSHIP VS. PRACTICAL KNOWLEDGE
    8. TRAINERS, HUMAN RESOURCE DEVELOPMENT, AND AREAS FOR RESEARCH
    9. RECOMMENDATIONS TO ORGANIZATIONS AND TRAINERS
    10. FUTURE RESEARCH DIRECTIONS
    11. CONCLUSION
    12. REFERENCES
    13. ADDITIONAL READING
    14. KEY TERMS AND DEFINITIONS
    15. APPENDIX
  19. Chapter 9: The Academic Workplace
    1. ABSTRACT
    2. INTRODUCTION AND PURPOSE
    3. DESIGN/METHODOLOGY/APPROACH
    4. THE CHANGING AND CONTESTED ENVIRONMENT OF HIGHER EDUCATION: THE MACRO ENVIRONMENT
    5. CONSEQUENCES OF THE CHANGING LANDSCAPE: THE MICRO ENVIRONMENT
    6. FINDINGS AND DISCUSSION
    7. DIRECTIONS FOR FUTURE RESEARCH
    8. PRACTICAL CONSIDERATIONS
    9. REFERENCES
  20. Chapter 10: Use Value and HRD and HRM Flexibility
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. MAIN FOCUS OF THE CHAPTER
    5. SOLUTIONS AND RECOMMENDATIONS
    6. FUTURE RESEARCH DIRECTIONS
    7. CONCLUSION
    8. REFERENCES
    9. ADDITIONAL READING
    10. KEY TERMS AND DEFINITIONS
  21. Related References
  22. Compilation of References
  23. About the Contributors