A model for human resource development

Abstract

The ambiguous and problematic nature of the concept of HRD is reflected in the variety of terms used to describe it. Yet it is this very ambiguity which provides HRD with its distinctiveness. The author's contention is that HRD practitioners and academics should embrace HRD as an ambiguous concept. They should act as role models in order to help others embrace change and ambiguity. The model provides a framework to analyse an organization in order to improve our understanding of HRD.

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