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Outputs (204)

The Use of Imagery in the Campaign Speeches of Barack Hussein Obama and John McCain during the 2008 US Presidential Election. (2016)
Journal Article
McGuire, D., Garavan, T. N., Cunningham, J., & Duffy, G. (2016). The Use of Imagery in the Campaign Speeches of Barack Hussein Obama and John McCain during the 2008 US Presidential Election. Leadership and Organization Development Journal, 37(4), 430-449.

Purpose – The use of imagery in leadership speeches is becoming increasingly important in shaping the beliefs and actions of followers. The purpose of this paper is to investigate the use of speech imagery and linguistic features employed during the... Read More about The Use of Imagery in the Campaign Speeches of Barack Hussein Obama and John McCain during the 2008 US Presidential Election..

Exploring reflection as a multi-dimensional construct: implications for HRD theory and practice. (2014)
Presentation / Conference Contribution
Duncan, F., Watson, S., & Ramdhony, A. (2014, June). Exploring reflection as a multi-dimensional construct: implications for HRD theory and practice. Paper presented at 15th International Conference on Human Resource Development Research and Practice acro

This conceptual paper seeks to explore the concepts of reflection and reflective practice to develop a critical understanding of the process and its multiple dimensions and the implications for HRD theory and practice. Although reflective practice ha... Read More about Exploring reflection as a multi-dimensional construct: implications for HRD theory and practice..

Opening doors as well as banging on tables: an assessment of UNISON/employer partnerships on learning in the UK public sector (2004)
Journal Article
Munro, A., & Rainbird, H. (2004). Opening doors as well as banging on tables: an assessment of UNISON/employer partnerships on learning in the UK public sector. Industrial Relations Journal, 35(5), 419-433. https://doi.org/10.1111/j.1468-2338.2004.00324.x

The academic debate on partnerships has so far mainly focused on whether there are mutual gains for both unions and employers and whether they support or undermine branch organisation. This debate is here assessed in relation to learning partnerships... Read More about Opening doors as well as banging on tables: an assessment of UNISON/employer partnerships on learning in the UK public sector.

Discontinuous change in organizations. Using training and development interventions to develop creativity (1995)
Journal Article
Garavan, T. N., & Deegan, J. (1995). Discontinuous change in organizations. Using training and development interventions to develop creativity. Industrial and Commercial Training, 27(11), 18-25. doi:10.1108/00197859510147607

Considers the availability of objective criteria for creativity enhancement from relevant applied research. Uses research to address the problem of creativity within the framework of artificial intelligence. Compares thinking to using a map and disc... Read More about Discontinuous change in organizations. Using training and development interventions to develop creativity.

Stakeholders and strategic human resource development (1995)
Journal Article
Garavan, T. N. (1995). Stakeholders and strategic human resource development. Journal of European industrial training, 19(10), 11-16. doi:10.1108/03090599510095825

Examines a stakeholders approach to maintaining training and development, specifically strategic human resource development. Advocates two models of stakeholder management at the strategic level and also examines the issue of stakeholders at the ope... Read More about Stakeholders and strategic human resource development.

Closing Comments: A Call to Action (2010)
Journal Article
McGuire, D., & Garavan, T. N. (2010). Closing Comments: A Call to Action. Advances in developing human resources, 12(5), 614-616. https://doi.org/10.1177/1523422310394435

To date, the field of HRD has largely focused on individuals and organisations and has not devoted sufficient attention to its social role and impact. This concluding article calls on the HRD community to take a more active role in shaping sustainabi... Read More about Closing Comments: A Call to Action.

Human Resource Development and Society: Human Resource Development’s Role in Embedding Corporate Social Responsibility, Sustainability, and Ethics in Organizations (2010)
Journal Article
Garavan, T. N., & McGuire, D. (2010). Human Resource Development and Society: Human Resource Development’s Role in Embedding Corporate Social Responsibility, Sustainability, and Ethics in Organizations. Advances in developing human resources, 12(5), 487

Human resource development (HRD) is increasingly expected to play a facilitative role in corporate social responsibility (CSR), sustainability, and ethics in organizations. However, there is also significant skepticism concerning HRD’s ability to mak... Read More about Human Resource Development and Society: Human Resource Development’s Role in Embedding Corporate Social Responsibility, Sustainability, and Ethics in Organizations.

Engaging Organizations in Environmental Change: A Greenprint for Action (2010)
Journal Article
McGuire, D. (2010). Engaging Organizations in Environmental Change: A Greenprint for Action. Advances in developing human resources, 12(5), 508-523. https://doi.org/10.1177/1523422310394759

In the past decade, awareness of environmental issues has increased tremendously and organizations are increasingly looking at ways of becoming more environmentally responsible and responsive. However, to date, progress on environmental issues has pr... Read More about Engaging Organizations in Environmental Change: A Greenprint for Action.

A Machiavellian analysis of organisational change (2006)
Journal Article
McGuire, D., & Hutchings, K. (2006). A Machiavellian analysis of organisational change. Journal of Organizational Change Management, 19(2), 192-209. https://doi.org/10.1108/09534810610648906

Purpose – The purpose of this paper is to undertake a Machiavellian analysis of the determinants of organisational change. It aims to present a model of how power, leaders and teams, rewards and discipline, and roles, norms and values, serve as drive... Read More about A Machiavellian analysis of organisational change.

A Media Perspective on HRD (2007)
Journal Article
McGuire, D., Cross, C., & Murphy, C. (2007). A Media Perspective on HRD. Advances in developing human resources, 9(1), 58-71. https://doi.org/10.1177/1523422306294495

The problem and the solution. Media perceptions of human resource development (HRD) matter. Corporate identity works in the context of corporate mission, corporate visual image, and corporate reputation.These are applied to the HRD field here and il... Read More about A Media Perspective on HRD.

The motivation of nurses to participate in continuing professional education in Ireland (2006)
Journal Article
Murphy, C., Cross, C., & McGuire, D. (2006). The motivation of nurses to participate in continuing professional education in Ireland. Journal of European industrial training, 30(5), 365-384. https://doi.org/10.1108/03090590610677926

Purpose – The purpose of this article is to review the extant literature on CPE amongst nurses and concentrate on discovering the factors that motivate and inhibit participation in CPE for nurses in Ireland.Design/methodology/approach – A review of t... Read More about The motivation of nurses to participate in continuing professional education in Ireland.

Creating intellectual capital: a Habermasian community of practice (CoP) introduction (2003)
Journal Article
O’Donnell, D., Porter, G., McGuire, D., Garavan, T. N., Heffernan, M., & Cleary, P. (2003). Creating intellectual capital: a Habermasian community of practice (CoP) introduction. Journal of European industrial training, 27(2/3/4), 80-87. https://doi.org

John Seely Brown notes that context must be added to data and information to produce meaning. To move forward, Brown suggests, we must not merely look ahead but we must also learn to “look around” because learning occurs when members of a community... Read More about Creating intellectual capital: a Habermasian community of practice (CoP) introduction.

Human resource development and workplace learning: emerging theoretical perspectives and organisational practices (2002)
Journal Article
Garavan, T. N., Morley, M., Gunnigle, P., & McGuire, D. (2002). Human resource development and workplace learning: emerging theoretical perspectives and organisational practices. Journal of European industrial training, 26(2/3/4), 60-71. https://doi.org/1

Workplace learning and HRD are considered legitimate topics for study and investigation alongside organisational strategies and practices. Considers key themes in the workplace earning literature in addition to its relationship with HRD. Identifies... Read More about Human resource development and workplace learning: emerging theoretical perspectives and organisational practices.

The cultural boundedness of theory and practice in HRD? (2002)
Journal Article
McGuire, D., O’Donnell, D., Garavan, T. N., Saha, S. K., & Murphy, J. (2002). The cultural boundedness of theory and practice in HRD?. Cross Cultural Management: An International Journal, 9(2), 25-44. https://doi.org/10.1108/13527600210797389

Argues that cultural influences may not only affect a professional’s implicit concept of what constitutes effective practice, but may also affect researchers’ explicit theories. Suggests that this means that many HRD practices, processes, procedures... Read More about The cultural boundedness of theory and practice in HRD?.

Competencies and workplace learning: some reflections on the rhetoric and the reality (2001)
Journal Article
Garavan, T. N., & McGuire, D. (2001). Competencies and workplace learning: some reflections on the rhetoric and the reality. Journal of Workplace Learning, 13(4), 144-164. https://doi.org/10.1108/13665620110391097

The use of competency frameworks as a basis for workplace learning initiatives is now relatively commonplace in organisations. This is reflected in the emphasis given to competencies in the HRD literature. However, the terrain of the competency disc... Read More about Competencies and workplace learning: some reflections on the rhetoric and the reality.

Running Faster to Stay in the Same Place? The Intended and Unintended Consequences of Government Policy for Workplace Learning in Britain (2005)
Book Chapter
Rainbird, H., Munro, A., & Senker, P. (2005). Running Faster to Stay in the Same Place? The Intended and Unintended Consequences of Government Policy for Workplace Learning in Britain. In N. Bascia, A. Cumming, A. Datnow, K. Leithwood, & D. Livingstone (E

Recent policy debates have emphasised the significance of workplace learning to the vision of the ‘learning society’ and the ‘knowledge-based economy’. Whereas these terms trip relatively easily off the tongue, identifying what they mean in terms of... Read More about Running Faster to Stay in the Same Place? The Intended and Unintended Consequences of Government Policy for Workplace Learning in Britain.

Making equalities work? Scottish trade unions’ approaches to equal opportunities (2007)
Journal Article
Lindsay, C., Munro, A., & Wise, S. (2007). Making equalities work? Scottish trade unions’ approaches to equal opportunities. Equal Opportunities International, 26(5), 465-481. https://doi.org/10.1108/02610150710756667

Purpose – This paper seeks to analyse trade unions’ approaches to equal opportunities in Scotland, focusing on issues of: recruitment of membership from different groups; promoting diversity in post‐holding; and the role of “key equalities issues” i... Read More about Making equalities work? Scottish trade unions’ approaches to equal opportunities.

“Working together – involving staff”: Partnership working in the NHS (2002)
Journal Article
Munro, A. (2002). “Working together – involving staff”: Partnership working in the NHS. Employee Relations, 24(3), 277-289. https://doi.org/10.1108/01425450210428444

Contributes to debates about employee involvement and social partnership by exploring the ways in which individualist and collectivist aspects interrelate in a single initiative in the National Health Service. Identifies a particular form of employe... Read More about “Working together – involving staff”: Partnership working in the NHS.