People Management

Abstract

Abstract The central issue in this chapter is people management in public organizations. That is, managers’ implementation of HR practices and their leadership behavior in supporting the employees they supervise at work. This chapter focuses on five key aspects related to HRM and leadership in a public sector context. First, the historical move from personnel management to HRM and leadership. Second, the distinction between external and internal management and this chapter’s focus on internal management. Third, the role of middle and frontline leaders in the implementation of policies and their responsibility for turning general policies into results. Fourth, the mutual dependency between HRM policies and leadership. Fifth, the distinction between intended, implemented, and perceived HRM and leadership. This chapter systematically draws on both the general HRM and leadership bodies of literature, and specifies these insights to the public sector context whenever possible.

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