Truss, Catherine (2008) Continuity and Change: The Role of the HR Department in the Modern Public Sector. Public Administration, 86 (4). pp. 1071-1088. ISSN 1467-9299. (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)
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.
|Subjects:||H Social Sciences > H Social Sciences (General)|
|Divisions:||Faculties > Social Sciences > Kent Business School > Industrial Relations/HRM|
|Depositing User:||J. Ziya|
|Date Deposited:||30 Sep 2010 09:19|
|Last Modified:||10 Jun 2014 13:21|
|Resource URI:||https://kar.kent.ac.uk/id/eprint/25676 (The current URI for this page, for reference purposes)|