ABSTRACT
For almost half a century, HRD has focused solely on performance (Swanson 1995) or learning (Watkins 2000), and both have been almost entirely focused on for-profit corporate contexts. Gradually, however, the boundaries of HRD have been expanding, including many foci not originally considered, as generated in the definition of HRD by McLean and McLean (2001: 322):
Human resource development is any process or activity that, either initially or over the long term, has the potential to develop adults’ work-based knowledge, expertise, productivity, and satisfaction, whether for personal or group/team gain, or for the benefit of an organization, community, nation or, ultimately, the whole of humanity.
