TY  - JOUR
AB  - 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.
VL  - 25
IS  - 2
SN  - 0048-3486
DO  - 10.1108/00483489610147861
UR  - https://doi.org/10.1108/00483489610147861
AU  - Oswick Clifford
AU  - Grant David
PY  - 1996
Y1  - 1996/01/01
TI  - Personnel management in the public sector: Power, roles and relationships
T2  - Personnel Review
PB  - MCB UP Ltd
SP  - 4
EP  - 18
Y2  - 2024/04/16
ER  -