Boyne G, Poole M, Jenkins GPublic Administration, (UK), 1999 Vol 77 No 2
Start page: 407. No of pages: 14
Indicates the pressure on the UK public sector to adopt management practices used in the private sector. Compares the patterns of human resource management in the public and private sectors to find out if the two sectors are becoming more similar or if they still differ in their attitudes and behaviour. Characterizes the traditional approach taken to human resource management in the public sector as paternalist and collectivist and analyses the extent to which it has become rationalist and individualist, using a survey of organizations in the public and private sectors. Looks at the links made between performance and reward systems; the extent to which the organizations used flexible human resource practices; the involvement in training and development; the extent of employee participation; and the use of equal opportunities and employee welfare policies. Concludes that significant differences remain in the human resource practices of public and private sector organizations, although the gap may have narrowed slightly over time. Suggests that a public service ethos remains among public sector workers.
Subject(s): HUMAN RESOURCE MANAGEMENT, PUBLIC SECTOR, PRIVATE SECTOR, UNITED KINGDOM, FLEXIBILITY, TRAINING, EMPLOYEE INVOLVEMENT, PERFORMANCE MANAGEMENT, REWARD, EQUAL OPPORTUNITIES
Database: TMA: Top Management Abstracts HRMA: Human Resource Management
Style: Survey, Theoretical with application in practice
ISSN: 0033-3298. Reference: 28AY203
Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm