Best value: Changing roles and activities for human resource managers in Scottish local government

International Journal of Public Sector Management

Volumn 13, Issue 7, 2000, Pages 624-644

  Jaconelli, Alison ^a   Sheffield, James ^a  

^a UNIVERSITY OF THE WEST OF SCOTLAND   (United Kingdom)

Author keywords

Human resource management; Local government; Scotland; Service levels

Indexed keywords

EID: 84986052366     PISSN: 09513558     EISSN: None     Source Type: Journal    
DOI: 10.1108/09513550010363595     Document Type: Article

References (58)

1. Accounts Commission (1997a), Strategic Planning and Control. The Audit of Management Arrangements in Local Authorities 1996/97.
2. Accounts Commission (1997b). Managing People. The Audit of Management Arrangements in Local Authorities 1997/98.
3. Alexander, A. (1997), “Best value: critical success factors. An analysis of best value pilot bids”, a report carried out for the MDIS consultancy, Strathclyde Business School
4. Blundell, B. and Murdock, A. (1997), Managing in the Public Sector, Institute of Management Foundation, Heinneman Butterworth, Oxford.
5. Brown, A. (1997), Organisational Culture, Pitman, London.
6. Burnes, B. (1996), Managing Change, Pitman, London.
7. Chartered Institute of Public Finance and Accountancy (CIPFA) (1997), Rating Review Estimates of Income and Expenditure 1996-97, CIPFA, Scottish Branch.
8. Cummings, T. and Worley, C (1997), Organization Development, Consulting and Change, South-Western, Minneapolis, MN.
9. Department of Environment, Transport and the Regions (1998), Modern Local Government: In Touch with the People, Stationery Office.
10. Doherty, N. (1997), “Downsizing”, in Tyson, S., The Practice of HR Strategy, Pitman, London.
11. Dunleavy, P. and Hood, C. (1994), “From old public administration to new public management”, Public Money and Management, Vol. 14 No. 3, pp. 9-17.
12. Fee, R., Maxwell, P. and Erridge, A. (1998), “Contracting for services – a double jeopardy? An analysis of contract compliance in the context of European and UK social and public procurement policy”, Public Policy and Administration, Vol. 13 No. 1.
13. Flynn, N. (1997), Public Sector Management, 3rd ed., Prentice-Hall, Englewood Cliffs, NJ.
14. Gibb, S. and Knox, L. (1998), “The evolution of management in UK local government: reflections on the creation of a competence-based management development programme”, Local Government Studies, Vol. 24 No. 2, pp. 71 85.
15. Greenwood, J. and Wilson, D (1990), Public Administration in Britain Today, Unwin Hyman, London.
16. Handy, C. (1990), Inside Organisations, BBC Books.
17. Isaac-Henry, K., Painter, C. and Barnes, C. (1994), Management in the Public Sector, 2nd ed., Chapman & Hall.
18. Johnson, P. and Gill, J. (1993), Management Control and Organizational Behaviour, Paul Chapman Publishing, London.
19. Lapsley, I., Llewellyn, S. and Grant, J. (1997), “GP fundholders: agents of change”, Institute of Chartered Accountants of Scotland.
20. Leavy, B. (1998), “The concept of learning in the strategy field”, Management Learning, Vol. 29 No. 4, pp. 447-66.
21. Legge, K. (1995), Human Resource Management: Rhetorics & Realities, Macmillan, New York, NY.
22. Midwinter, A. (1994), “Developing performance indicators for local government: the Scottish experience”, Public Money & Management, Vol. 14 No. 2, April-June, pp. 37-42.
23. Pedler, M. et al. (1997), The Learning Company, McGraw-Hill, Maidenhead.
24. Pollitt, C. (1993), Managerialism and the Public Services, Blackwell, Oxford.
25. Pratchett, L. and Wilson, O. (1996), “Local government under siege”, in Democracy and Central Government, Macmillan Press, New York, NY.
26. Public Finance (1997a), “Last breath of life”, 1 August, pp. 11-12.
27. Public Finance (1997b), “A friend in high places”, 15 August, pp. 8-11.
28. Public Finance (1998a), “Quality street”, 16 January, p. 16.
29. Public Finance (1998b), “Credible option”, 27 February, pp. 19-20.
30. Public Finance, (1998c), “My vision for the future”, 6 March, p. 25.
31. Public Finance (1998d), “Beast of burden”, 13 March, p. 13.
32. Purcell, J. (1995), “Corporate strategy and its link with human resource management strategy”, in Storey, J (Ed.), Human Resource Management: A Critical Text, Routledge, London
33. Rigg, C. and Trehan, K. (1994), “Changing management and employment in local government”, in Isaac-Henry, K., Painter, C. and Barnes, C., Management in the Public Sector, 2nd ed, Chapman & Hall, London.
34. Rothwell, S (1995), “Human resource planning”, in Storey, J. (Ed.), Human Resource Management: A Critical Text, Routledge, London.
35. Scottish Office (1997), Best Value. 1st Best Value Task Force Report, Department for Development. Circular 22/97.
36. Scottish Office (1998), Best Value – the 2nd Best Value Task Force Report, Department for Development. Circular 12/98.
37. Scottish Office (1998), The Commission on Local Government and the Scottish Parliament, Consultation paper 1. The Stationery Office.
38. Scottish Office (1998), The Commission on Local Government and the Scottish Parliament, Consultation paper 2. The Stationery Office.
39. Sheffield, J and Bowerman, M. (1999), “An emergent audit agenda; comparative lessons in response to best value development in local government in Scotland and England”, Public Policy and Administration, Vol. 14 No. 3, pp. 67-89.
40. Tyson, S. (1995), Human Resource Strategy, Pitman, London.
41. Walters, M. (1995), Issues in People Management No. 10. Organisational Culture in Public Sector Organisations, Institute of Personnel and Development, London.
42. Weggemans, H. (1994), “Personnel and public management”, in Public Sector Management: Theory, Critique and Practice, McKevitt, D. and Lawton, A. (Eds), Open University and Sage Press, London.
43. Wilson, E. and Doig, A. (1996), “The shape of ideology: structure, culture and policy delivery in the new public sector”, Public Money & Management, Vol. 16 No. 2.
44. Argyris, C. and Schon, D. (1978), Organizational Learning: A Theory of Action Perspective, Addison-Wesley, Reading, MA.
45. Challis, L., Fuller, S, Henwood, M., Klein, R., Plowden, W., Webb, A., Whittingham, P. and Wistow, G. (1994), “Investigating policy coordination: issues and hypotheses”, in McKevitt, D. and Lawton, A. (Eds), Public Sector Management: Theory, Critique and Practice, Open University and Sage Press, London.
46. Department of Trade and Industry (1998), Fairness at Work White Paper, Cm 3968. Stationery Office.
47. Handy, C. (1993), Understanding Organisations, 4th ed., Penguin Books Harmondsworth
48. H.M. Government (1980), Local Government Planning and Land Act, Cmmd. Stationery Office.
49. H.M. Government (1988), Local Government Act, Cmmd. Stationery Office.
50. H.M. Government (1994), Local Government (Scotland) Act. Cmmd. Stationery Office.
51. H.M. Government (1998), Select committee on Environment, Transport and Regional Affairs, Eleventh Report on Best Value. Stationery Office
52. Marchington, M. (1995), “Involvement and participation”, in Storey (Ed.), Human Resource Management: A Critical Text, Routledge London
53. Monies, G (1996), Local Government in Scotland, W. Green, Sweet & Maxwell.
54. Scottish Office (1997), Statutory Instruments Deferring CCT, Department for Development. Circular 16/97.
55. Scottish Office (1998), A New Ethical Framework for Local Government in Scotland – A Consultation Paper, The Stationery Office.
56. Scottish Office (1998), Best Value – Key Performance Indicators,Department for Development. Circular 26/98
57. Scottish Office (1999), Best Value in Local Government: Long Term Arrangements, The Stationery Office.
58. Sisson, K. (1994), Personnel Management: A Comprehensive Guide to Theory and Practice in Britain, Blackwell, Oxford.