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'We're all human resource managers now': Local government middle managers

Keen, Linda, Vickerstaff, Sarah (1997) 'We're all human resource managers now': Local government middle managers. Public Money & Management, 17 (3). pp. 41-46. ISSN 0954-0962. (doi:10.1111/1467-9302.00081) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided) (KAR id:18139)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided.
Official URL:
http://dx.doi.org/10.1111/1467-9302.00081

Abstract

In the context of the much-publicised moves within local government from traditional Personnel Management to new Human Resource Management (HRM) systems, this article explores the extent to which line managers' day-to-day people management practices had changed as a consequence of their local authority's formal adoption of HRM policies. While many of these managers had made real and substantial changes in their people management activities, it was nevertheless clear that barriers remained to the full realization of the HRM ideal, with potentially adverse consequences for the managers' motivation and pe performance levels and for overall organizational effectiveness.

Item Type: Article
DOI/Identification number: 10.1111/1467-9302.00081
Subjects: H Social Sciences
H Social Sciences > HJ Public Finance
Divisions: Divisions > Kent Business School - Division > Kent Business School (do not use)
Depositing User: Mita Mondal
Date Deposited: 22 Apr 2009 15:28 UTC
Last Modified: 16 Nov 2021 09:56 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/18139 (The current URI for this page, for reference purposes)

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