Human resource management in English local government.

LOWE, Martyn. (2002). Human resource management in English local government. Doctoral, Sheffield Hallam University (United Kingdom)..

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Abstract

This thesis analyses Human Resource Management (H.R.M) in English local government. The research shows how H.R.M in local authorities has been influenced by the development of New Public Management (N.P.M) that has adopted some but not all of the characteristics of H.R.M. N.P.M and H.R.M appear to have important differences arising from the unique nature of local government culture, organisation and structure. These differences were found in this study to prevent the full implementation of a strategic and effective form of H.R.M. As a result of these differences local government in England has developed a hybrid form of H.R.M suitable to the particular to the needs of local authorities. The study presents evidence that some cultural change has occurred in local authorities under H.R.M, particularly in the structure of organisations, and in the relationship between HR staff and managers. However, the inability of local authorities to overcome specific barriers to H.R.M means that the contribution H.R.M might make to the organisational performance of local councils is still unknown. These barriers are the inability of councils to produce integrated business and H.R strategies; underdevelopment of line managers; incomplete processes of devolution and decentralisation of HR responsibilities and issues arising from the political nature of local authorities.

Item Type: Thesis (Doctoral)
Additional Information: Thesis (Ph.D.)--Sheffield Hallam University (United Kingdom), 2002.
Research Institute, Centre or Group: Sheffield Hallam Doctoral Theses
Depositing User: EPrints Services
Date Deposited: 10 Apr 2018 17:20
Last Modified: 10 Apr 2018 17:20
URI: http://shura.shu.ac.uk/id/eprint/19982

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