The Reflexive Process and Human Resource Development - Essay Example

Reflexivity and HR Practice Scope of Reflexivity Reflexivity is the self regulated process that involves applying knowledge to practice while considering one’s experiences (Newman 2009). Although the process of reflexivity has been commonly used in the field of education, it can also apply to other professional areas such as Human Resource Development. Two forms of reflexivity exist according to Newman (2009). One is personal reflexivity in which an individual reflects upon the ways in which his own experiences, values, interests, political commitments, social identities, beliefs and aims in life may affect his work. The other type of reflexivity is called epistemological reflexivity which involves the identification of the foundations of knowledge and what implications any findings might have on HR practices (Sage, Dainty and Brookes, 2010). Complexity of Reflexivity Reflexivity is an ongoing process and it is based on one’s own experiences. There is reflection in action and reflection on action. Reflection in action is the process whereby the practitioner, in the course of doing his work, notices that something is wrong and he changes it right away. Reflection on action involves evaluating your actions after an event and considering changing the actions later. Experienced practitioners are the ones who normally use reflection in action, although the process is not very common (Rigg, Trehan and Stewart, 2008). Reflection on action is meant to add onto an individual’s knowledge and development, but it also challenges the beliefs, norms and theories that an individual holds. Purpose of Reflexivity The sole purpose of reflexivity is to enable an individual understand and develop himself and his work. Through reflection an individual can question the assumptions, policies and values that lead to a particular action (Janssens and Steyaert, 2009). Reflections on Recruiting practices Recruitment of new talent is one of the major duties of Human Resource Development. Each company normally has its own unique policies that govern the process of recruitment. The individuals responsible for the recruitment process have to sit down and have a reflexive moment about how to go about the whole process. As a recruitment manager, you do not recruit the first person that steps into the organization looking for work. Reflexive labor force recruiters are well equipped with the knowledge that is needed for the recruitment of the most qualified recruits. These recruitment officers are bale to think through the whole process of getting more workers for their organization in such a way that there will be no room for mistakes (Fisher, 1990). Reflexivity in the recruitment process will enable the organization to get the best talent there is since the recruiters will know exactly what to look for and what to avoid. Conceptual and Practical Understanding of Reflexivity Reflexivity as mentioned above is a process that involves careful thinking about actions and their consequences. In labor recruitment, there is need for thoughtful reflection that can help the person responsible for the whole process to carry it out successfully (Sage, Dainty and Brookes, 2010). Reflexivity is considered to be an interactive process which takes into account the connection between self, context and other. Reflexivity increases the framework so that it includes an evaluation of the fundamental assumptions or priorities which shape relations within a given place, time and situation. Reflexivity requires that an individual should examine his/her priorities before he/she reacts. According to Newman, some of the questions that a reflective practitioner should ask himself or herself regard to why the situation is of importance to individual, the reason for caring, how the individual has contribute to the problem and what might be done so as to resolve the problem (Newman, 2009). When the individual in question finds the answers to these questions, he can use the information that he has to determine what the priorities of participants are. This will go a long way in aiding communication between all the parties that are involved in the event in question. The results are likely to be even better if all the participants are involved in the reflexive process. In the human resource profession, this may mean that when the managers and the employees unite in a reflexive process, they are more likely than not to come up with any solutions that they need (Janssens and Steyaert, 2009). The process of reflexivity is supposed to be pro active. This is because the focal point of any reflexive process is pegged on providing individuals with a tool or tools that they can use to improve their communication (Rigg, Trehan and Stewart, 2008). This will simultaneously help them become aware of priorities and assumptions that enable them to interact with each other. With reflexivity, an individual is able to evaluate his priorities before he can react (Rigg, Trehan and Stewart, 2008). In human resource management, this reflexivity can improve human resource practice since managers are able to include new insights into every unique interaction. The reflexive process requires the participants to slow down their reaction so that they can carefully consider the impact of their actions or interactions before taking any action. This can help the individuals realize how important their role is in the whole event. In the human resource practices, the individuals concerned should always slow down to think about the repercussions of their actions before doing anything (Fisher, 1990). This can help improve communication within an organization, which will in turn enable the organization to find alternative means of carrying out HR practices which are beneficial for everyone. Conclusion and Recommendations A reflective Human Resource Manager is likely top be more efficient in his work than one who is not. According to Ehnert (2009), the role of HRM reflexivity is to help raise awareness to the fact that some HRM practices and even strategies cam lead to some undesirable and unintended outcomes. Ehnert goes on to say that these unwanted repercussions have to be controlled to ensure that an organization meets its strategic abilities and viability. The reflexive process involves language, thought and action. A HR manager must therefore think very hard about his HR practices so that he may avoid any mistakes that will damage the existing resources in the company. While using reflexivity, the human resources manager should stick to those HR practices that are best for his organization (Janssens and Steyaert, 2009). If he has to use any new practices, he must ensure that there is no room for mistakes. In other words, the reflexive process should enable an individual to make the best decision that will give the best results for the HR department. References Ehnert, I. 2009. Sustainable Human Resource Development: A conceptual and Exploratory Analysis. Accessed 12 June 2010, http://books.google.co.ke/books?id=1TY7SsYu_TAC&pg=PA112&lpg=PA112&dq=Reflexivity+and+HR+Practice&source=bl&ots=UgJ7crgPWx&sig=n6J3cy-WijYMIQ_jBTtYLsToY3U&hl=en&ei=ETETTOK1JuKIOJvmmLAM&sa=X&oi=book_result&ct=result&resnum=5&ved=0CCwQ6AEwBA#v=onepage&q=Reflexivity%20and%20HR%20Practice&f=false Fisher, T.P. 1990. Human Resource Management: readings and cases. Accessed http://books.google.co.ke/books?id=Fe1Yx2as3YgC&q=reflexivity+in+HR+practices&dq=reflexivity+in+HR+practices&hl=en&ei=Zn0TTJTEM4KLOKT6mPML&sa=X&oi=book_result&ct=result&resnum=3&ved=0CDAQ6AEwAg Janssens, M. and Steyaert, C. 2009. HRM and Performance: A Plea for Reflexivity in HRM Studies. Accessed 10 June 2010, http://www.blackwell-synergy.com/doi/abs/10.1111/j.1467-6486.2008.00812.x Newman, J.M. 2009. Reflexive Practitioner. Accessed http://www.lupinworks.com/ar/Schon/Paper6.html Rigg, C., Trehan, K. and Stewart, J. 2008. Critically Reflexive Practice in Human Resource Development. Emerald Group Publishing Limited. Accessed 10 June 2010, https://www.booksonboard.com/index.php?BODY=viewbook&BOOK=282408 Sage, D., Dainty, A. and Brookes, N. 2010. A Consideration of Reflexive Practice Within the Critical Projetcs Movement. International journal or Project Management, Vol. 26, Issue 6, p.539 – 546. Accessed 10 June 2010, http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6V9V-4XRJGV4-1&_user=10&_coverDate=08%2F31%2F2010&_rdoc=1&_fmt=high&_orig=search&_sort=d&_docanchor=&view=c&_searchStrId=1367397304&_rerunOrigin=google&_acct=C000050221&_version=1&_urlVersion=0&_userid=10&md5=2d5a4ac3eb56056cc1865fddfaad9e7d Read More