Towards Artistry: A Critique of the HRD Performance Paradigm and a Suggested New Model

Abstract

ABSTRACT This article critiques the performance approach to HRD and proposes a new model that takes into account the deep complexities inherent in the human transaction of work. In critically examining the dominant performance paradigm, meanings of work are examined, illustrating that the desire to work extends beyond extrinsic considerations. That work and working need to be problematized and made the basis of inquiry within HRD is explored. Social exchange theory is drawn upon to explain how employees can become impelled to exercise the discretion to engage in creative behaviors that can redound to the benefit of their organizations. The proposed model is premised upon two variables, namely impetus for training and purpose of training. Impetus for training is on a continuum from individual to organization. Purpose of training is on a continuum from intrinsic to instrumental. Of the four approaches to HRD suggested by the model, the type that is bounded by intrinsically driven purpose and focused upon the developmental needs of the individual is suggested as being most likely to prompt worker artistry.

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