The Cultural Context of Human Resource Development

Citation

Short, D.C. (2009), "The Cultural Context of Human Resource Development", Journal of European Industrial Training, Vol. 33 No. 8/9, pp. 842-843. https://doi.org/10.1108/03090590910993689

Book synopsis

This book explores multiple dimensions of the cultural context of HRD. It is based on the belief that culture frames impact the role and importance of HRD, and is a powerful determinant of how human performance problems are perceived and how we design and implement solutions to these problems.

The book is structured around three parts, with each part focused on one of three questions. The first part examines why the contextual fabric of culture is important to HRD; and contains chapters on anthropology as a foundation of HRD (Gary McLean) and emic approaches for cultural understanding (Wei‐Wen Chang).

The second part of the book comprises six chapters and examines how national and societal culture influences the role and strategies of HRD. Within this section, chapters cover: cross‐cultural transfer of American models and myths to Germany and Côte d'Ivoire (Carol Hansen); cultural context of HRD paradigms and practices in South Africa (Susan Lynham, Fredrick Nafukho and Peter Cunningham); empowerment as compared between the US and France (Sylvie Chevrier); HRD in Austria (Astrid Reichel, Wolfgang Mayrhofer and Katharina Chudzikowski); the influence of US HRD models in Spain (Javier Quintanilla, M Jesus Belizón, Lourdes Susaeta and Rocio Sánchez‐Mangas); and an alternative Asian approach to career development (Yih‐teen Lee and Carol Hansen).

The third part of the book examines the context of organizational life and focus on particular functions of HRD. Chapters include: the cultural context of organizational identity (Sheila Margolis); the culturally distinct role of HRD in non‐profit organizations (Ava Wilensky); culture conflicts in demonstrating the value of HRD (Saul Carliner); the influence of organizational culture on training effectiveness (Kay Bunch); performance management as a case study of where HR practices and organizational culture collide (Kimberly Magee); and the link between culture and succession planning (Lori Fancher).

The three‐part structure to the book helps those readers who are looking for a broad review on the topic of culture within HRD, with each part building on the last. Within the three parts, each chapter is effective as a standalone piece and can be read without reference to the rest of the book. In addition, each chapter is structured in similar fashion to a journal article, with a significant number of references and frequently with sections covering implications for HRD research and practice. As such, the book is likely to appeal to HRD students interested in an overview on culture and its implications for HRD, but it also offers enough new insights to be of considerable use to HRD researchers and scholar‐practitioners who may choose to explore select chapters rather than the whole book. Throughout, the use of both academic and practitioner authors adds to the credibility and utility of the content.

Evaluation

This book reminds me of Forrest Gump: it is very much like a high quality box of assorted chocolates where the quality is solid throughout and there is a reasonable assortment of topics and authors. Each chapter will delight and you will be satisfied by the variety; however, you could be disappointed if you are looking for extensive coverage of any one area.

The book's main strengths lie in the global nature of the authorship (including authors from the US, Canada, Spain, France, South Africa, and Austria) and the scholarly approach they take to a topic that is in much need of scholarly exploration. Each chapter provides an insight to a key aspect of the topic, and there is enough exploration of implications for research and practice to satisfy both academic and scholar‐practitioner audiences. I also believe that the writing style makes the book accessible to scholar‐practitioners, many of whom are in a key position to influence HRD practice in this area.

My only main criticism of the book is that I was left wishing that the editors had written a final chapter to draw out main themes, conclusions and implications. We can identify these from reading the whole book, but it would have been wonderful to read these from the perspective of the editors. Despite this omission, I believe that many in HRD will find this book both an interesting read and a worthwhile resource.

In the authors' own words

The aim of this book is to broaden our knowledge of human resource development (HRD) – a key issue in the workplace that helps people achieve optimum personal and organizational improvement. One way to advance knowledge is to explore the boundaries of existing theories, or more precisely, to put them into context. This book is distinctive in that it provides an insight into the understanding of HRD in various cultural contexts. Although it is generally recognized that a universal approach to management entails serious limitations, few books in HRD have explicitly addressed this issue (p. ix).

A About the reviewer

Darren C. Short has worked in HRD for 17 years in the public and private sectors, and in both the US and the UK. He is currently Director of Global Learning and Development at a global company based out of Seattle, USA. He has served on the Board of the Academy of Human Resource Development (AHRD) for over three years, and was previously chair of the ASTD Research‐to‐Practice Committee and the AHRD Scholar‐Practitioner Committee. His research and writing focuses on links between research and practice, and on HRD scholar‐practitioners.