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What is it like to be an independent...

Beck, Jules Karroll.

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What is it like to be an independent, international HRD consultant?

Record Type:	Language materials, printed : Monograph/item
Title/Author:	What is it like to be an independent, international HRD consultant?/
Author:	Beck, Jules Karroll.
Description:	147 p.
Notes:	Major Adviser: Gary N. McLean.
Contained By:	Dissertation Abstracts International63-03A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3047617
ISBN:	0493617280

What is it like to be an independent, international HRD consultant?
Beck, Jules Karroll.

What is it like to be an independent, international HRD consultant? - 147 p.

Major Adviser: Gary N. McLean.

Thesis (Ph.D.)--University of Minnesota, 2002.

The insights gained in this study might help independent, international consultants better prepare themselves for the rigors and joys that attend international consulting, as well as help contribute to the practice of HRD.

ISBN: 0493617280Subjects--Topical Terms:

626628
Business Administration, Management.

What is it like to be an independent, international HRD consultant?
LDR:02270nam 2200313 a 45 001 933141
005 20110505
008 110505s2002 eng d
020 $a 0493617280
035 $a (UnM)AAI3047617
035 $a AAI3047617
040 $a UnM $c UnM
100 1 $a Beck, Jules Karroll. $3 1256881
245 1 0 $a What is it like to be an independent, international HRD consultant?
300 $a 147 p.
500 $a Major Adviser: Gary N. McLean.
500 $a Source: Dissertation Abstracts International, Volume: 63-03, Section: A, page: 1144.
502 $a Thesis (Ph.D.)--University of Minnesota, 2002.
520 $a The insights gained in this study might help independent, international consultants better prepare themselves for the rigors and joys that attend international consulting, as well as help contribute to the practice of HRD.
520 $a This hermeneutic phenomenological study investigated the experiences associated with being an independent, international HRD consultant. Ten HRD consultants (seven men and three women) were interviewed in the fall and winter of 2001–2002. The interviews in the first round were 60 to 90 minutes long and were conducted in person or by telephone. Follow-up interviews, also in person or by telephone, were conducted about six weeks later when study participants were asked to react to summaries of preliminary findings about study themes. I conducted a thematic analysis of the transcribed interviews to discover commonalties among study participant experiences.
520 $a The themes that emerged from the study included adjustment, the business of HRD, energizing, ethical issues, exhausting, growth, impact, peril, sense of place, and unpredictability. The subthemes that were identified (with associated theme in parentheses) included reentry (adjustment), changes in HRD (the business of HRD), collaboration (the business of HM), gender issues (ethical issues), isolation (sense of place), and immersion (sense of place).
590 $a School code: 0130.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Sociology, Industrial and Labor Relations. $3 1017858
650 4 $a Sociology, Social Structure and Development. $3 1017425
690 $a 0454
690 $a 0629
690 $a 0700
710 2 0 $a University of Minnesota. $3 676231
773 0 $t Dissertation Abstracts International $g 63-03A.
790 $a 0130
790 1 0 $a McLean, Gary N., $e advisor
791 $a Ph.D.
792 $a 2002
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3047617