Continuity and change: The role of the HR function in the modern public sector

Public Administration

Volumn 86, Issue 4, 2008, Pages 1071-1088

  Truss, Catherine ^a  

^a KINGSTON UNIVERSITY   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EMPIRICAL ANALYSIS; HUMAN RESOURCE; PUBLIC SECTOR; STRATEGIC APPROACH;

EID: 55049106491     PISSN: 00333298     EISSN: 14679299     Source Type: Journal    
DOI: 10.1111/j.1467-9299.2008.00718.x     Document Type: Article

References (50)

1. Bach, S. 1994. 'Restructuring the Personnel Function: The Case of NHS Trusts', Human Resource Management Journal, 5, 2, 99-115.
2. Bach, S. and G. della Rocca. 2000. 'The Management Strategies of Public Service Employers in Europe', Industrial Relations Journal, 31, 2, 82-96.
3. Barnett, S., D. Buchanan, M. Patrickson and J. Maddern. 1996. 'Negotiating the Evolution of the HR Function: Practical Advice from the Health Care Sector', Human Resource Management Journal, 6, 4, 18-37.
4. Boxall, P. and J. Purcell. 2003. Strategy and Human Resource Management. Basingstoke: Macmillan.
5. Boyne, G., G. Jenkins and M. Poole. 1999. 'Human Resource Management in the Public and Private Sectors: An Empirical Comparison', Public Administration, 77, 2, 407-20.
6. Boyne, G., S. Martin and R. Walker. 2004. 'Explicit Reforms, Implicit Theories and Public Service Improvement', Public Management Review, 6, 2, 189-210.
7. Caldwell, R. 2003. 'The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties', Journal of Management Studies, 40, 4, 983-1004.
8. Chadwick, C. and P. Cappelli. 1999. 'Alternatives to Generic Strategy Typologies in Strategic Human Resource Management', Research in Personnel and Human Resources Management, Supplement 4, 1-29.
9. Corby, S. and D. Higham. 1996. 'Decentralisation of Pay in the NHS: Diagnosis and Prognosis', Human Resource Management Journal, 6, 1, 49-65.
10. DiMaggio, P. and W. Powell. 1983. 'The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields', American Sociological Review, 48, 147-60.
11. Department of Health. 2004a. Agenda for Change: Final Agreement. London: Department of Health, December.
12. Department of Health. 2004b. Improving Working Lives (http://www.dh.gov.uk/en/policyandguidance/humanresourcesandtraining/ modelemployer/improvingworkinlives).
13. Eisenhardt, K. 1989. 'Building Theories from Case Study Research', Academy of Management Review, 14, 532-50.
14. Farnham, D. and S. Horton. 1996. 'Managing Public and Private Organisations', in D. Farnham and S. Horton (eds), Managing the New Public Services. London: Macmillan.
15. Farnham, D., S. Horton and G. White. 2003. 'Organisational Change and Staff Participation and Involvement in Britain's Public Services', International Journal of Public Sector Management, 16, 6, 434-45.
16. Ferlie, E., C. Ashburner, L. Fitzgerald and A. Pettigrew. 1996. The New Public Management in Action. Oxford: Oxford University Press.
17. Gratton, L. and C. Truss. 2003. 'The Three-Dimensional People Strategy: Putting Human Resources Policies into Action', Academy of Management Executive, 17, 3, 74-86.
18. Guest, D. and Z. King. 2004. 'Power, Innovation and Problem-Solving: The Personnel Manager's Three Steps to Heaven', Journal of Management Studies, 41, 3, 401-23.
19. Harel, G. and S. Tzafrir. 2001. 'HRM Practices in the Public and Private Sectors: Differences and Similarities', Public Administration Quarterly, Fall, 316-55.
20. Harris, L. 2002. 'The Future for the HRM Function in Local Government: Everything has Changed -but has Anything Changed?', Strategic Change, 11, 7, 369-78.
21. Harris, L. 2004. UK Public Sector Reform and the 'Performance Agenda'in UK Local Government -HRM Challenges and Dilemmas. Paper presented to the HRM and Performance Conference, Bath University, April.
22. Harris, L., D. Doughty and S. Kirk. 2002. 'The Devolution of HR Responsibilities: Perspectives from the UK's Public Sector', Journal of European Industrial Training, 26, 5, 218-30.
23. HMSO. 1998. Working Time Regulations. SI No. 1833. London: HMSO.
24. Horton, S. 2003. 'Participation and Involvement: The Democratisation of New Public Management', International Journal of Public Sector Management, 16, 6, 403-11.
25. Jackson, S. and R. Schuler. 1995. 'Understanding Human Resource Management in the Context of Organizations and their Environments', Annual Review of Psychology, 46, 237-64.
26. Jaconelli, A. and J. Sheffield. 2000. 'Best Value: Changing Roles and Activities for Human Resource Managers in Scottish Local Government', International Journal of Public Sector Management, 13, 7, 624-44.
27. Jamrog, J. and M. Overholt. 2004. 'Building a Strategic HR Function: Continuing the Evolution', Human Resource Planning, 27, 1, 51-62.
28. Kamoche, K. 1994. 'A Critique and Proposed Reformulation of Strategic Human Resource Management', Human Resource Management Journal, 4, 4, 29-43.
29. Kessler, I., J. Purcell and J. Coyle Shapiro. 2000. 'New Forms of Employment Relations in the Public Services: The Limits of Strategic Choice', Industrial Relations Journal, 31, 1, 17-34.
30. Klingner, D. 1993. 'Reinventing Public Personnel Administration as Strategic Human Resource Management', Public Personnel Management, 22, 4, 565-78.
31. Lawler, E. and S. Mohrman. 2003. 'HR as Strategic Partner: What does it Take to Make it Happen?', Human Resource Planning, 26, 3, 15-30.
32. Legge, K. 1995. Human Resource Management: Rhetorics and Realities. Basingstoke: Macmillan.
33. Lupton, B. and S. Shaw. 2001. 'Are Public Sector Personnel Managers the Profession's Poor Relations?', Human Resource Management Journal, 11, 3, 23-38.
34. Marchington, M. and A. Wilkinson. 2005. Human Resource Management at Work. London: CIPD.
35. Massey, A. and R. Pyper. 2005. Public Management and Modernisation in Britain. Basingstoke: Palgrave Macmillan.
36. Morgan, P. and N. Allington. 2002. 'Has the Public Sector Retained its Model Employer Status?', Public Money and Management, Jan-Mar, 35-42.
37. Oswick, C. and D. Grant. 1996. 'Personnel Management in the Public Sector', Personnel Review, 25, 2, 4-18.
38. Paauwe, J. and P. Boselie. 2003. 'Challenging Strategic HRM and the Relevance of the Institutional Setting', Human Resource Management Journal, 13, 3, 56-70.
39. Procter, S. and G. Currie. 1999. 'The Role of the Personnel Function: Roles, Perceptions and Processes in an NHS Trust', International Journal of Human Resource Management, 10, 6, 1077-91.
40. Ring, P. and J. Perry. 1985. 'Strategic Management in Public and Private Organizations: Implications of Distinctive Contexts and Constraints', Academy of Management Review, 10, 2, 276-86.
41. Selden, S. 2005. 'Human Resource Management in American Counties, 2002', Public Personnel Management, 34, 1, 59-84.
42. Skalen, P. 2004. 'New Public Management Reform and the Construction of Organizational Identities', International Journal of Public Sector Management, 17, 3, 251-63.
43. Stock, J., I. Seccombe and P. Kettley. 1994. 'Personnel Services, a Special Report', Health Service Journal, 20, 13, January.
44. Teo, S. and J. Crawford. 2005. 'Indicators of Strategic HRM Effectiveness: A Case Study of an Australian Public Sector Agency During Commercialization', Public Personnel Management, 34, 1, 1-16.
45. Truss, C. 2003. 'Strategic HRM: Enablers and Constraints in the NHS', International Journal of Public Sector Management, 16, 1, 48-60.
46. Truss, C., L. Gratton, V. Hope-Hailey, et al. 2002. 'Paying the Piper: Choice and Constraint in Changing HR Functional Roles', Human Resource Management Journal, 12, 2, 39-63.
47. Ulrich, D. 1998. 'A New Mandate for Human Resources', Harvard Business Review, 76, 1, 124-34.
48. Ulrich, D. and D. Beatty. 2001. 'From Partners to Players: Extending the HR Playing Field', Human Resource Management, 40, 4, 293-307.
49. Wright, P., G. McMahan, S. Snell and B. Gerhart. 2001. 'Comparing Line and HR Executives'Perceptions of HR Effectiveness: Services, Roles and Contributions', Human Resource Management, 40, 2, 111-23.
50. Wright, P., S. Snell and P. Jacobsen. 2004. 'Current Approaches to HR Strategies: Inside-Out versus Outside-In', Human Resource Planning, 27, 36-47.