The Human Resource Development function: the ambiguity of its status within the UK public service

Abstract

Improving performance through better employee development practice is a recurrent theme within the UK public sector. Human Resource Development (HRD) is seen as playing a pivotal role in this process. This article will review the role, structure and status of HRD within the UK public service. It will consider the apparent paradox that exists. On the one hand, the HRD function is reported to have a vital role in the development of those working within public service organizations. On the other hand, some hold the view that the reshaping of the function is diminishing its status and influence. The article draws on the findings of the first phase of a study examining the role, structure and status of the HRD function in UK public sector organizations. Findings suggest that how the HRD function is presented and represented is problematic.