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Best value and workplace partnership in local government

Mike Richardson (Bristol Business School, University of the West of England, Bristol, UK)
Stephanie Tailby (Bristol Business School, University of the West of England, Bristol, UK)
Andrew Danford (Bristol Business School, University of the West of England, Bristol, UK)
Paul Stewart (Bristol Business School, University of the West of England, Bristol, UK)
Martin Upchurch (Bristol Business School, University of the West of England, Bristol, UK)

Personnel Review

ISSN: 0048-3486

Article publication date: 1 December 2005

Abstract

Purpose

This paper explores employee experiences concerning job security/insecurity, workload, job satisfaction and employee involvement in the aftermath of Best Value reviews in a local authority.

Design/methodology/approach

Using a mix of quantitative and qualitative data collection techniques employees' experiences of Best Value reviews in a local authority are compared and contrasted with council staff employed elsewhere in the authority to establish the extent to which workplace partnership principles have taken hold under a Best Value regime.

Findings

Little evidence of positive outcomes was found from partnership at work under a Best Value regime. The constraints imposed by central government, under which managers in the public sector operate, contributed significantly to partnership at work remaining little more than a hollow shell.

Originality/value

This paper provides a recent in‐depth case study of the experience of workplace partnership, which was developed not discrete from but as part of the Best Value modernisation programme in a local authority.

Keywords

Citation

Richardson, M., Tailby, S., Danford, A., Stewart, P. and Upchurch, M. (2005), "Best value and workplace partnership in local government", Personnel Review, Vol. 34 No. 6, pp. 713-728. https://doi.org/10.1108/00483480510623484

Publisher

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Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited