Fenwick P, Cordey-Hayes MHuman Resource Management Journal, (UK), 2000 Vol 10 No 2
Start page: 58. No of pages: 11
Studies the process by which the UK’s Benefit Agency developed a strategy for managing the clerks who were involved in assessing Income Support claims, using the study to assess the theories and frameworks advanced in the strategy literature. Based on interviews with managers and employees in an area directorate of the Benefits Agency, follows the development of the human resource strategy in a period of cultural and technological change. Identifies the performance targets set for Income Support clerks and assesses the alignment of the human resource strategy and practices with this strategy. Concludes that there is considerable interplay between managers at all levels within the organization in formulating strategy, and that human resource issues do not flow in the wake of strategy but are influential in its formulation and adaptation. As such, calls into questions theories, for example, business process re-engineering, which claims that strategy, and the practices that will implement it, can be clearly defined in advance by senior management.
Subject(s): STRATEGIC MANAGEMENT, HUMAN RESOURCE MANAGEMENT,
IMPLEMENTATION, STRATEGIC PLANNING, UNITED KINGDOM, BENEFITS AGENCY, GOVERNMENT AGENCIES
Style: Case study, Theoretical with application in practice
ISSN: 0954-5395. Reference: 29AN044
Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm