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

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References

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2004Performance management in the public sector: fact or fiction?

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205 cited

Cited by

2006Direct Payments and Disabled People in the UK: Supply, Demand and Devolution64 cited
2010Aligning talent management with approaches to equality and diversity51 cited
2009Changing HR functional forms in the UK public sector42 cited
2007The changing nature of the HR function in UK local government and its role as “employee champion”38 cited
2011An inquiry into the strategic‐operational role of performance management in local government33 cited
2009Managing the HR function: the role of social capital33 cited
2011Temporary Staff, Contractors, and Volunteers: The Hidden Workforce in Victorian Local Government32 cited
2008Senior managers' perceptions of the practice of human resource management31 cited
2009Public sector human resource management reform across countries: from performance appraisal to performance steering?23 cited
2008Swiss public servants' perceptions of performance in a fast-changing environment21 cited
2008Beyond the hegemonic narrative – a study of managers21 cited
2020Responsible Job Design Based on the Internal Social Responsibility of Local Governments19 cited
2012The role of operations management in public sector policy and practice alignment: a local government analysis16 cited
2008La perception de la performance par les agents publics suisses dans un environnement en rapide évolution14 cited
2009Solving the Labour Problem Among Professional Workers in the UK Public Sector: Organisation Change and Performance Management13 cited
2013Performance in local government HRM: the role of external customers10 cited