Personnel management in the public sector: Power, roles and relationships

Abstract

The management of human resources in the UK public sector has been dramatically transformed in recent years. Discusses the major areas of change in relation to: generalist and specialist personnel roles; relationships between personnel professionals and line managers; and perceptions of personnel activities. Also examines the power ramifications of these changes. Posits that the changes which have occurred to personnel management practice within the public sector have had a detrimental impact on the duties and activities of the personnel practitioner and have also led to a dilution of professional power. Uses a methodology based on sequence analysis to explore the existence of characteristic trends across a range of public sector organizations (n = 14). Interviews with key stakeholders (n = 42) were undertaken, a variety of documentary sources were analysed and, as part of the process of “colligation”, group feedback sessions were held.

Citation

Oswick, C. and Grant, D. (1996), "Personnel management in the public sector: Power, roles and relationships", Personnel Review, Vol. 25 No. 2, pp. 4-18. https://doi.org/10.1108/00483489610147861