Resisting HRD's resistance to diversity

Abstract

PurposeThe purpose of this paper is to empirically illustrate how human resource development (HRD) resists and omits issues of diversity in academic programs, textbooks, and research; analyze the research on HRD and diversity over a ten‐year period; discuss HRD's resistance to diversity; and offer some recommendations for a more authentic integration of diversity into HRD research, teaching, and practice.Design/methodology/approachThe paper analyzes common HRD textbooks and refereed diversity research over a ten‐year period to examine the amount of HRD research is being conducted in the area of diversity.FindingsThe paper found that HRD overwhelmingly omits diversity topics, in contradiction to its claims of “diversity” as a legitimate part of the field. The paper concludes that HRD's omission of diversity is a form of resistance since fundamentally addressing diversity threatens HRD's performative frameworks and practices.Practical implicationsThe paper has implications for scholars and practitioners who are interested in not only producing more robust diversity scholarship, but also improving practice. The paper challenges HRD researchers to more systematically examine diversity and practitioners to be more cautious consumers of diversity practices.Originality/valueThe paper is original in its premise that HRD resists diversity and in its illustration of how glaring omissions of diversity are in HRD scholarship.