Effective human resources processes in local government

References

• Boyne , G. , Martin , S. and Walker , R. 2004 . Explicit reforms, implicit theories and public service improvement . Public Management Review , 6 ( 2 ) : 189 – 210 .
   Google Scholar
• Boyne , G. and Enticott , G. 2004 . Are the ‘poor’ different? The internal characteristics of local authorities in the five comprehensive performance assessment groups . Public Money & Management , 24 ( 1 ) : 11 – 18 .
   Web of Science ®Google Scholar
• Cunningham , I. and Hyman , J. 1995 . Transforming the HRM vision into reality: the role of line managers and supervisors in implementing change . Employee Relations , 17 ( 8 ) : 5 – 20 .
   Google Scholar
• Dereli , C. 2003 . Strategy and strategic decision-making in the smaller local authority . International Journal of Public Sector Management , 16 ( 4/5 ) : 250 – 260 .
   Google Scholar
• Farnham , D. , Horton , S. and White , G. 2003 . Organizational change and staff participation and involvement in Britain's public services . International Journal of Public Sector Management , 16 ( 6 ) : 434 – 445 .
   Google Scholar
• Gratton , L. and Truss , C. 2003 . The three-dimensional people strategy: putting human resources policies into action . Academy of Management Executive , 17 ( 3 ) : 74 – 86 .
   Google Scholar
• Harris , L. 2002 . The future for the HRM function in local government: everything has changed—but has anything changed? . Strategic Change , 11 ( 7 ) : 369 – 378 .
   Google Scholar
• Harris , L. UK public sector reform and the ‘performance agenda’ in UK local government—HRM challenges and dilemmas . Paper to the HRM and Performance Conference . Bath University .
   Google Scholar
• Harris , L. , Doughty , D. and Kirk , S. 2002 . The devolution of HR responsibilities: perspectives from the UK's public sector . Journal of European Industrial Training , 26 ( 5 ) : 218 – 230 .
   Google Scholar
• IDeA . 2007 . Local Government: The Place to Be, the Place to Work London
   Google Scholar
• Jaconelli , A. and Sheffield , J. 2000 . Best value: changing roles and activities for human resource managers in Scottish local government . International Journal of Public Sector Management , 13 ( 7 ) : 624 – 644 .
   Google Scholar
• Jamrog , J. and Overholt , M. 2004 . Building a strategic HR function: continuing the evolution . Human Resource Planning , 27 ( 1 ) : 51 – 62 .
   Google Scholar
• Kessler , I. , Purcell , J. and Coyle Shapiro , J. 2000 . New forms of employment relations in the public services: the limits of strategic choice . Industrial Relations Journal , 31 ( 1 ) : 17 – 34 .
   Google Scholar
• Klingner , D. 1993 . Reinventing public personnel administration as strategic human resource management . Public Personnel Management , 22 ( 4 ) : 565 – 578 .
   Web of Science ®Google Scholar
• Lawler , E. and Mohrman , S. 2003 . HR as strategic partner: what does it take to make it happen? . Human Resource Planning , 26 ( 3 ) : 15 – 30 .
   Google Scholar
• Legge , K. 1995 . Human Resource Management: Rhetorics and Realities , Basingstoke : MacMillan .
   Google Scholar
• Lupton , B. and Shaw , S. 2001 . Are public sector personnel managers the profession's poor relations? . Human Resource Management Journal , 11 ( 3 ) : 23 – 38 .
   Google Scholar
• Martin , S. 2000 . Implementing ‘best value': local public services in transition . Public Administration , 78 ( 1 ) : 209 – 227 .
   Web of Science ®Google Scholar
• Martin , S. , Entwistle , T. , Ashworth , R. , Boyne , G. , Chen , A. , Dowson , L. , Enticott , G. , Law , J. and Walker , R. 2006 . The Long-Term Evaluation of the Best Value Regime , London : Department for Communities and Local Government .
   Google Scholar
• Massey , A. and Pyper , R. 2005 . Public Management and Modernization in Britain , Basingstoke : Palgrave MacMillan .
   Google Scholar
• Morgan , P. and Allington , N. 2002 . Has the public sector retained its model employer status? . Public Money & Management , 22 ( 1 ) : 35 – 42 .
   Web of Science ®Google Scholar
• Nutley , S. 2000 . Beyond systems: HRM audits in the public sector . Human Resource Management Journal , 10 ( 2 ) : 21 – 38 .
   Google Scholar
• ODPM . 2005 . Transforming Your Authority: Creating Real and Lasting Change. The Local Government Pay and Workforce Strategy 2005 London
   Google Scholar
• Ring , P. and Perry , J. 1985 . Strategic management in public and private organizations: implications of distinctive contexts and constraints . Academy of Management Review , 10 ( 2 ) : 276 – 286 .
   Web of Science ®Google Scholar
• Truss , C. , Gratton , L. , Hope-Hailey , V. and Stiles , P. 1997 . Soft and hard models of human resource management: a reappraisal . Journal of Management Studies , 34 ( 1 ) : 53 – 73 .
   Web of Science ®Google Scholar
• Truss , C. 2008 . Continuity and change: the role of the HR function in the modern public sector . Public Administration , 86 ( 4 ) : 1071 – 1088 .
   Web of Science ®Google Scholar
• Truss , C. 2009 . Changing HR functional forms in the UK public sector . International Journal of Human Resource Management , forthcoming
   Google Scholar
• Truss , C. , Gratton , L. , Hope-Hailey , V. , Stiles , P. and Zaleska , J. 2002 . Paying the piper: choice and constraint in changing HR functional roles . Human Resource Management Journal , 12 ( 2 ) : 39 – 63 .
   Google Scholar
• Ulrich , D. 1998 . A new mandate for human resources . Harvard Business Review , 76 ( 1 ) : 124 – 134 .
   PubMed Web of Science ®Google Scholar
• Ulrich , D. and Brockbank , W. 2005 . The HR Value Proposition , Boston : Harvard Business School Press .
   Google Scholar
• Wright , P. , McMahan , G. , Snell , S. and Gerhart , B. 2001 . Comparing line and HR executives’ perceptions of HR effectiveness: services, roles and contributions . Human Resource Management , 40 ( 2 ) : 111 – 123 .
   Web of Science ®Google Scholar