Article2005

UK public sector reform and the “performance agenda” in UK local government

43 citations0/0 files storedPersonnel Review

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Public Policy and Administration Research Human Resource and Talent Management Public Administration in Developing Nations

Abstract

Purpose To examine how an external performance review process introduced as part of the public sector modernisation agenda in England and Wales has impacted on HR service provision and processes in local government and the extent to which it has acted as a catalyst for the development of more integrative and innovative HR practices to support organisational performance. Design/methodology/approach A case study analysis of the Best Value Review (BVR) process of HR services at two county and two unitary authorities generated data from multiple sources including interviews, focus groups, consultative meetings as well as internal documentation. This approach was adopted to offer perspectives from different stakeholders in the employment relationship. Findings There was found to be a frequent lack of synergy between organisational goals, departmental plans and the performance objectives of individuals combined with an absence of shared understandings about human resourcing priorities or commitment to the processes needed to strategically integrate HR policies. Research limitations/implications Whilst providing insights into the Best Value (BV) approach to public sector modernisation, a wider generalisation of the findings cannot be drawn from four case studies. Practical implications Line management and the HR function need to share better understandings concerning the HR practices needed to support the modernisation agenda and their respective HR responsibilities. Originality/value This paper reveals that the BV performance regime was not encouraging, and even limiting, a corporate approach to the HR policies and practices required to develop longer term organisational capability.

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References

1992The balanced scorecard--measures that drive performance.1993Applications of case study research 1997Human resource management and performance: a review and research agenda 2016Strategy and Human Resource Management 2002Public and Private Management: What’s the Difference?2003Understanding the people and performance link: Unlocking the black box 1998Performance Management : The New Realities 1999Britain At Work: As Depicted by the 1998 Workplace Employee Relations Survey

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2006Direct Payments and Disabled People in the UK: Supply, Demand and Devolution 2010Aligning talent management with approaches to equality and diversity 2009Changing HR functional forms in the UK public sector 2007The changing nature of the HR function in UK local government and its role as “employee champion”2009Managing the HR function: the role of social capital 2011An inquiry into the strategic‐operational role of performance management in local government

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