Introduction

This chapter examines identity theorising as a foundation for HRD scholarship and practice. While HRD remains ill-defined, the evolving meaning of HRD is explored and it is shown that perennially the most important HRD theme is learning. The evolution of HRD’s theoretical foundations are analysed and it is noted how, in remaining practice-focused, the field lacks strong theoretical underpinnings. The chapter responds to calls for the more systematic theorisation of HRD and the more critical and creative approaches to HRD practice that are thereby enabled. As the discourse of HRD is gradually shifting from the delivery of off-the-job training towards enabling on-the-job learning, so there is a need to understand these processes more fully. It is argued that identity theorisation provides such understanding. Theorisations of identity are analysed and it is shown how each theoretical lens enables new understandings of key HRD themes. Based upon this analysis, a typology is developed positioning identity lenses and tools in relation to two key dimensions of particular concern in HRD: an individual HRD-collective OD dimension and on a performance-educational/emancipatory dimension. This typology demonstrates that identity theorising particularly enables truly emancipatory practice at the collective, organisational level. Identity theory also enables HRD professionals to scrutinise their own professional identities and thereby bolster their credibility. Finally, it is shown how the organisation of the text’s chapters builds understanding of identity as a foundation for HRD, and the contribution of each chapter to this new understanding is briefly outlined.