Personnel management in the public sector

Clifford Oswick · David G. Grant

47 citations0/0 files storedPersonnel Review

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Human Resource and Talent Management Public Policy and Administration Research Organizational Management and Change

Abstract

The management of human resources in the UK public sector has been dramatically transformed in recent years. Discusses the major areas of change in relation to: generalist and specialist personnel roles; relationships between personnel professionals and line managers; and perceptions of personnel activities. Also examines the power ramifications of these changes. Posits that the changes which have occurred to personnel management practice within the public sector have had a detrimental impact on the duties and activities of the personnel practitioner and have also led to a dilution of professional power. Uses a methodology based on sequence analysis to explore the existence of characteristic trends across a range of public sector organizations (n = 14). Interviews with key stakeholders (n = 42) were undertaken, a variety of documentary sources were analysed and, as part of the process of “colligation”, group feedback sessions were held.

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References

1986The Bases of Social Power 1981Power in organizations 1984Being in the Right Place: A Structural Analysis of Individual Influence in an Organization 1987HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1]1995Human Resource Management: Rhetorics and Realities 1995Human Resource Management 1989Management and Organizational Behaviour 1990Measuring Resemblance in Sequence Data: An Optimal Matching Analysis of Musicians' Careers

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2007The changing nature of the HR function in UK local government and its role as “employee champion”2009Continuity and change: the role of the HR function in the modern public sector 1992When Managers Don't Plan: Consequences of Nonstrategic Public Personnel Management

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