Abstract

Trends in the current human resource development (HRD) literature emphasize the role that integration of strategic human resource development (SHRD) practices has on organizational effectiveness (Garavan, 1991; Garavan, 2007; Gilley & Gilley, 2003; Gilley & Maycunich, 2000; Ruona & Gilley, 2009; Wright, 2007). The United States Fire Service currently views human resource development as a management practice to be utilized by the chief officer to address vocational or technical skills (Stowell, 2004). This interpretative phenomenological analysis (IPA) qualitative study explored the beliefs, attitudes, and perceptions of chief officers in the United States Fire Service to further understanding of barriers to integration of strategic human resource development practices and the strategies that have been utilized to overcome these barriers. Data were collected using semi-structured interviews. Once transcribed, the data were analyzed using qualitative data analysis techniques. The population for this study was twenty-four chief officers currently employed in the United States Fire Service. By identifying common themes that affect the integration of SHRD practices in the United States Fire Service, this study advances understanding of barriers that prevent integration of SHRD practices and the strategies that have been utilized to overcome these barriers. Understanding these barriers contributes to the literature and provides multiple practical benefits to scholars, practitioners, and fire service organizations on how to address the barriers to integration of SHRD.

Date of publication

Spring 5-11-2018

Document Type

Dissertation

Language

english

Persistent identifier

http://hdl.handle.net/10950/1162

Committee members

Ann Gilley, Ph.D., Jerry W. Gilley, Ed.D., Judy Sun, Ph.D., Alina M. Waite, Ph.D.

Degree

Doctor of Philosophy in Human Resource Development

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