Professional learning in human resource management: problematising the teaching of reflective practice

Abstract

Reflection and reflective practice are much discussed aspects of professional education. This paper conveys our efforts to problematise teaching reflective practice in Human Resources (HR) education. The research, on which the paper is based, engages with stakeholders involved in the professional learning and education of reflective practice in three UK universities to provide a critical understanding of the complexities involved. Our research surfaces a level of conceptual ambiguity which creates an uneven landscape in terms of the teaching of reflective practice. Workplace cultures which do not support reflective practice, a focus on performance review and disparate stakeholder views highlight competing discourses of performance based reflection and critical management reflection and suggest a fundamental dissonance between a perspective that reflection in professional work warrants a critical character, and one which is based on a relatively simple 'acquisition of knowledge' model of continuous professional development. The analysis helps assess the teaching challenge within HR professional learning. Similar intricacies may affect teaching in other professions and consequently this article offers a contribution of relevance and interest to others involved in teaching reflective practice.

From reflective learning to reflective practice: assessing transfer

“…Our findings suggest a predominantly performance driven approach to reflective practice, looking for ways to enhance and develop current practice. This matched responses from students in an earlier study who placed an emphasis both on constructing and using reflective practice techniques as an individual, purposive activity to improve their effectiveness in the execution of their HR responsibilities (Griggs et al 2015). The value of this shouldn't be underestimated; this stepping back and reflecting 'privileges the process of inquiry, leading to an understanding of experiences that may have been overlooked in practice.…”

“…This supports the view proposed by Bulman, Lathlean, andGobbi (2014, 1220) that reflective education 'provides a way to learn from the complexities of practice.' Reflective practice therefore has a clear rationale and it can generate an understanding of situations and how change might be introduced and managed (Griggs et al 2015). Mezirow (1998) suggests that significant personal and social transformations can occur from explicit critical reflection and Gray (2007) developing this critical dimension asserts that critical reflection enables the manager to critique taken for granted assumptions within a social and a political context, while becoming more receptive to alternative ways of thinking.…”

“…Some studies contend that the formalisation of reflective learning within the professional curriculum may encourage simplistic explanations of reflection resulting in impoverished, prescriptive outcomes (Kotzee 2012;Bradbury et al 2010). Furthermore, a somewhat opaque landscape emerges in terms of issues of engagement, assessment and reflective tools / techniques (Griggs et al 2015).This raises a question about a potential disconnect between the teaching of reflective learning and the subsequent adoption of reflective practice in work. Mann, Gordon, and MacLeod (2009) following a systematic review of the literature in the health professions argue that the evidence to support and inform reflective practice in curriculum interventions remains largely theoretical.…”

How supply chain professionals learn at work: an investigation of learning mechanisms

“…et al (2013), Nikolova et al (2014), Tynj€ al€ a (2008), Jacobs and Park ), Tynj€ al€ a (2008), Nikolova et al (2014), Noe et al (2013),Griggs et al (2015),Eraut (2004),Jacobs and Park (2009) …”

Innovative Trends in Human Resources Management

“…Scientists have pointed out that (Griggs et al, 2015) human resources (HR) education is very important for successful implementation of innovations. Different opinions on research of information technologies application in human resources management are prevailing in the world of science (Analoui, 2007;Kavanagh, Thite, 2009;Bondarouk, Furtmueller, 2012;Altmann, Engberg, 2015;Katou, 2015;and others).…”