Discursive Struggle and the Ambiguous World of HRD

Abstract

The problem and the solution. In this article, the author draws on a discourse perspective to explore the role of the human resource development (HRD) function in shaping organizational change within a large manufacturing firm moving toward a flatter team-based organizational structure. In support of an emerging “critical” strand of HRD, the author gives special consideration to how HRD specialists worked with colleagues from the personnel function to strategically draw on a complex mix of discursive constructions to promote a supportive learning environment and enhanced worker participation.Treating language as social practice, the author shows how this ability to act strategically was shaped by a variety of discursive practices at corporate level and beyond.

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