Ohsako, Consultant, UNESCO/UNEVOC, Sweden
agree with most of your ideas, especially Professor Callahan's idea that
HRD research should be critical to existing practices. We should always
critically watch what various agencies are saying and doing, including
governments, unions, research bodies, international organisations - we
are free, so this aspect of critical mind is quite important.
Rohmetra, University of Jammu, India
international perspective of HRD - cross-national and cross-country perspective
- should constitute future initiatives in HRD research and practice. Besides,
the scope of an international perspective should travel across a wide array
of countries, covering economies like India and China. Such efforts would
be extremely useful in boosting up HRD research across the Globe. Focus
across nations and borders have already taken off in India, and researchers
in India have initiated a good deal of cross-country comparisons. In short,
HRD has to be seen in much broader context – from just individual motivation
and skill building to OD, change, learning and cross-cultural/ national
perspective for deriving a synergistic view of issues in HRD analysis.
Kuchinke, University of Illinois at Urbana-Champaign, USA
we describe as the weaknesses of our field are often our strengths. Our
tendency to see things in a cross-disciplinary way should not be seen as
a weakness but as a strength, because it reflects the complex nature of
the problems and the issues that organisations are facing. So rather than
trying to mould us into a traditional academic discipline we should take
solace in the fact that we represent in our various approaches the nature
of reality that perhaps exists.
van der Sluis, Free University Amsterdam, Netherlands
have to think about what is the goal of organisations. Should organisations
be places where human resources, the people who are working there, can
develop themselves, as Professor Kessels has just said, to ensure an individual
role of learning, or are organisations just places to earn money, have
a good performance and be effective and sustainable in the future. HRD
policies and practices should be based on a vision on organisations that
lies in the spectrum between these two extremes. The strengths and weaknesses
of HRD will depend on that vision and determine therefore the core of the
issues we are now going to deal with.
Stewart, Nottingham Trent University, UK
of the weakness is an overemphasis on organisation as the locus of HRD
practice. HRD occurs in many other settings such as communities as well
as at societal level. In addition work organisations are continuously changing
and they are not the same now as say twenty years ago and they will be
different again twenty years from now. So, traditional HRD designed for
traditional organisations is not relevant as a major focus of research.
Nyhan, Cedefop, Greece
just want to comment on the problem of research and practice, following
on from Professor Callahan. We need to move in HRD towards a kind of constructivist
research approach – collaborative research, where practitioners are the
drivers for identifying the issues, and the researchers are the facilitators
to join with them in looking at the problems. I think that can promote
the issues of democracy, participation and justice.
Poell, Tilburg University, Netherlands
concludes our panel discussion. We have to think about the relationship
between individual, social, organisational and societal aspects. We are
going to organise more conferences in the future to look at these aspects.