Power and influence in Human Resource Development: teaching the politics of HRD on a professional programme

Addressing organisation politics is problematic in all parts of the management curriculum. It alludes to the dark side of organisational life and requires engagement with contentious issues of power and interest. Yet, at the same time, it potentially provides a critical perspective or window through which a richer understanding of management can be achieved. Set in this context it provides a challenge for curriculum and associated professional development. This paper reports upon a research based teaching and learning initiative undertaken in the context of one branch of management, human resource development, and considers its application for other professions. The initiative sought to raise the profile of the politics of HRD within the curriculum. The paper discusses the research undertaken to generate teaching material and how we have subsequently deployed this research within a process of curriculum development. Outcomes are discussed at two levels. First, conventionally, in terms of our use, for example, of a number of depth case studies within the curriculum. Secondly, in terms of the impact of the initiative upon our own self development and professional practice. It is in respect of the latter where we lay claim to more 'benefits'; though questions are raised about the ease with which such benefits may be transferred into curriculum and professional development in higher education management teaching more generally.