Abstract
Workforce development is an emerging field of practice, one that is increasingly gaining its place in the sun in government policies and organisational practices. However, what Skills Australia has identified as hampering endeavours to build on successful experiences and learn from one another is the diversity of views and understandings. The book therefore serves as a contribution to the demystifying of the notion. This final chapter distils five key messages that emerge from the previous chapters, and summarises the main strategies and practices that have been suggested by the chapter writers. Eight challenges in implementing workforce development are then discussed. The chapter concludes that, while it is indeed important to identify and define its components, workforce development is ‘more than the sum of its parts’ as the critical aspect is conceptualising how these components need to be configured and aligned in particular organisational contexts.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Andersen, K. K., Cooper, B. K., & Zhu, C. J. (2007). The effect of SHRM practices on perceived firm financial performance: Some initial evidence from Australia. Asia Pacific Journal of Human Resources, 45(2), 168–179.
Burnes, B. (2005). Complexity theories and organizational change. International Journal of Management Reviews, 7(2), 73–90.
Chappell, C. (2002). Researching the pedagogies of the new vocationalism. In J. Searle & R. Roebuck (Eds.), Envisioning practice – Implementing change (pp. 193–199). Brisbane: Australian Academic Press.
Christensen, T., & Lægreid, P. (2007). The whole-of-government approach to public sector reform. Public Administration Review, 67(6), 1059–1066.
Comyn, P. (2005). The rise and fall of the key competencies. Unpublished PhD thesis, University of Technology Sydney, Sydney.
Dainty, P. (2011). The strategic HR role: Do Australian HR professionals have the required skills? Asia Pacific Journal of Human Resources, 49(1), 55–70.
Davies, J. S. (2009). The limits of joined-up government: Towards a political analysis. Public Administration, 87(1), 80–96.
Elsey, B. (1997). Australian graduate human resource studies: The people factor in workplace change management. Findon: Techpress.
Harris, R. (2009). The historical contribution of adult and vocational education to social sustainability in Australia. In P. Willis, S. McKenzie, & R. Harris (Eds.), Re-thinking work and learning: Adult and vocational education for social sustainability (pp. 45–61). Dordrecht: Springer.
Harris, R., & Ramos, C. (2012). ‘The one less travelled’: Adult learners moving from the academic sector to the vocational sector in Singapore and Australia. Journal of Vocational Education and Training, 64(4), 387–402.
Harris, R., & Short, T. (2014). Exploring the notion of workforce development. In R. Harris & T. Short (Eds.), Workforce development: Perspectives and issues (pp. 1–16). Singapore: Springer.
Hawke, G. (2008). Making decisions about workforce development in registered training organisations. Adelaide: National Centre for Vocational Education Research.
Hodges, R. (2012). Joined-up government and challenges to accounting and accountability researchers. Financial Accountability & Management, 28(1), 26–51.
Holland, P., Sheehan, C., & De Cieri, H. (2007). Attracting and retaining talent: Exploring human resources development trends in Australia. Human Resource Development International, 10(3), 247–262.
Hutchings, K., & Holland, P. (2007). Recent advances in HRD in Australia: Application and implications for international HRD. Human Resource Development International, 10(3), 243–246.
Kramar, R. (2006). HRM at the crossroads: Recent developments and ethics. Asia Pacific Journal of Human Resources, 44(2), 130–131.
Ling, T. (2002). Delivering joined-up government in the UK: Dimensions, issues and problems. Public Administration, 80(4), 615–642.
Linton, W. J. (1878). Poetry of America: Selections from one hundred American poets from 1776 to 1876. http://www.noogenesis.com/pineapple/blind_men_elephant.html. Accessed 30 July 2013.
Lowry, D. (2006). HR managers as ethical decision-makers: Mapping the terrain. Asia Pacific Journal of Human Resources, 44(2), 171–183.
March, J. G., & Olsen, J. P. (1983). Organizing political life: What administrative reorganization tells us about governance. American Political Science Review, 77(2), 281–296.
McGuire, D., Stoner, L., & Mylona, S. (2008). The role of line managers as human resource agents in fostering organisational change in public services. Journal of Change Management, 8(1), 73–84.
Mulgan, G. (2005). Chapter 8: Joined-up government: Past, present, and future. In V. Bogdanor (Ed.), Joined-up government. Oxford: Oxford University Press.
Peretz, M., & McGraw, P. (2009). The evolution of HRD in Australia: Rhetoric or reality? International Employment Relations Review, 15(2), 1–13.
Pollitt, C. (2003). Joined-up government: A survey. Political Studies Review, 1(1), 34–49.
Skills Australia. (2010). Australian workforce futures: A national workforce development strategy. Canberra: Commonwealth of Australia.
Smith, A., Courvisanos, J., Tuck, J., & McEachern, S. (2012). Building the capacity to innovate: The role of human capital. Adelaide: National Centre for Vocational Education Research.
Spanos, Y., & Prastacos, G. (2004). Understanding organizational capabilities: Towards a conceptual framework. Journal of Knowledge Management, 8(3), 31–43.
Tebbel, C. (1999). Selling the concept of strategic HR. HR Monthly, July, 17–19.
Wenger, E. (1998). Communities of practice: Learning, meaning, and identity. Cambridge: Cambridge University Press.
Williams, B. (2001). Building evaluation capability. http://users.actrix.co.nz/bobwill. Accessed 16 Jan 2007.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2014 Springer Science+Business Media Singapore
About this chapter
Cite this chapter
Harris, R., Short, T. (2014). Conclusion: Workforce Development – More Than the Sum of Its Parts?. In: Short, T., Harris, R. (eds) Workforce Development. Springer, Singapore. https://doi.org/10.1007/978-981-287-068-1_20
Download citation
DOI: https://doi.org/10.1007/978-981-287-068-1_20
Published:
Publisher Name: Springer, Singapore
Print ISBN: 978-981-287-067-4
Online ISBN: 978-981-287-068-1
eBook Packages: Humanities, Social Sciences and LawEducation (R0)