The purpose of this article is to critique human resource development's (HRD) dominant philosophy, practices, and research; illustrate how they negatively affect women HRD practitioners and recipients; and recommend alternative conceptualizations of the field. This article is grounded in a critical feminist theoretical framework, draws on critical theory and critical management studies, and is inspired by the author's ongoing disenchantment HRD's overreliance on “performative” ideas and practices.
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