CONTINUITY AND CHANGE: THE ROLE OF THE HR FUNCTION IN THE MODERN PUBLIC SECTOR

Catherine Truss

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

Abstract

As the public sector has modernized and sought to become more efficient and cost‐effective, the effective and strategic management of people has received increasing prominence and there have been calls for the Human Resource (HR) function to play a more strategic role. However, not much is known about whether the role of the HR function has changed substantively. In this paper, we present empirical evidence from six matched‐pair public sector organizations in the UK to assess whether HR functional roles have changed, as envisaged, into a model more akin to the private sector. The findings highlight the complex and often contradictory nature of HR functional roles, and suggest that new and more strategic roles have not replaced traditional approaches but, rather, have been grafted on, giving rise to a variety of hybrid HR forms.

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References

1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields 1989Building Theories from Case Study Research 1983The Iron Caged Revisited : Institutional Isomorphism and Collective Rationality in Organizational Fields 1996The New Public Management in Action 1995Understanding Human Resource Management in the Context of Organizations and Their Environments 2003Strategy and Human Resource Management 1995Human Resource Management

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