Until recently the dominant debates within human resource management (HRM) have paid little attention to HR practice in the public sector. The concern with the degree to which HRM represented a distinctive style of people management had little resonance for public services, widely viewed as subscribing to traditional patterns of personnel management. The emphasis on establishing the links between HRM and corporate performance was of limited relevance to services answerable to a wide range of stakeholders and with contested performance outcomes; and public service organizations rarely figured as exemplars of leading edge HR practice. Curiously, even developments that might have been viewed as highly relevant to HR practice in the public services, ...
Human Resource Management in the Public Sector
Human resource management in the public sector