Currently published as: Management Research Review
Online from: 1978
Subject Area: Management Science/Management Studies
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|Title:||Human Resource Management and Industrial Relations in the Public Sector: From Model Employer to a “Hybrid Model”|
|Author(s):||D. Farnham, (University of Portsmouth), S. Horton, (University of Portsmouth), L. Giles, (University of Portsmouth)|
|Citation:||D. Farnham, S. Horton, L. Giles, (1994) "Human Resource Management and Industrial Relations in the Public Sector: From Model Employer to a “Hybrid Model”", Management Research News, Vol. 17 Iss: 7/8/9, pp.97 - 98|
|Article type:||General review|
|DOI:||10.1108/eb028376 (Permanent URL)|
|Publisher:||MCB UP Ltd|
|Abstract:||Since 1979, Conservative Governments have expounded different ideologies and policies from those of earlier post war administrations and this has given rise to substantial changes in the public sector. The large impersonal and centralised bureaucratic public organisations, created in the post war period, have come under considerable political attack and much of the public sector has been exposed to major restructuring, decentralisation and privatisation programmes. In addition, greater emphasis has been placed on competition, enterprise and improving efficiency, effectiveness and economy and ultimately service quality. The public sector of the 1990s is, therefore, quite different in size, structure and organisation from that of the late 1970s. The provision of public services has increasingly shifted away from large monopolistic organisations to smaller specialised agencies and to a mixture of public, private, self help, family and voluntary sources.|
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