To strengthen connections between the theory and practice of strategic human resource development (HRD), it is important to direct attention to human rationality. Taking both calculative rationality and emotion into account provides a much-needed theoretical framework for strategic HRD in a complex world. The hermeneutical concept of historicity with reference to living tradition-the contextual account of human rationality-is accentuated.
The purpose of this article is to direct the attention of HRD theorists and practitioners to human rationality, embracing both calculative rationality and emotion. When referring to the social context or web of human interactions, emotion cannot be overlooked (Albrow, 1997;Fineman, 2000). The contextual account of human rationality is accentuated in the light of the phenomenologically oriented concept of historicity with reference to living tradition (Gadamer, 1998).
In Connection with Strategy
Recent decades have witnessed an interest in the development of human resources in connection with strategy (Boxall, 1996;Becker, Huselid, & Ulrich, 2001; Iles & Yolles, 2003). Much theorizing within strategic HRD, particularly that based on simple systems models, has assumed an external fit between HRD and strategy (Iles & Yolles, 2003). With its emphasis on developing human expertise, employee training, learning (Poell, Van der Krogt & Wildemeersch, 1999), and work design and structure (Torraco, 2005), HRD plays an important role in organizational solutions to strategic issues (Grieves & Redman, 1999). In strategic HRD, the manager becomes