... generate a market advantage,'(p.5) thus HRD becomes 'highly performance based'(p.6). Such a perspective leads many to suggest that HRD should be viewed as part of the wider field of human resource management. Garavan, Gunnigle and Morley (2000) suggest that in fact, it led to the emergence of strategic HRD, in which practices are linked to organisational priorities. Garrick supports this view through reference to other theoretical approaches, which aim to design a culture through the use of terms such as 'team work, self-direction, empowered workers and non-hierarchical work arrangements,'(p.3) yet only create a discourse that eclipses the actualities of the practitioners day-to-day life. Development, training and education 'must' now be judged by their ability to increase an organisation's competitive advantage (Beatty and Schneier, 1997 cited in Garavan et al, 2000). Within this definition of HRD, resources are highlighted above humans. HRD is defined as processes aiding the contribution of the ...

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