Strategizing public sector human resource management : the implications of working network
Waterhouse, Jennifer M. & Keast, Robyn L. (2012) Strategizing public sector human resource management : the implications of working network. International Journal of Public Administration, 35(8), pp. 562-576.
Networks have come to the fore as a means by which government can achieve its strategic objectives, particularly when addressing complex or “wicked” issues. Such joined-up arrangements differ in their operations from other forms of organizing as they require collaborative effort to deliver the collaborative advantage. Strategic Human Resource Management is concerned with the matching of human resource practices to the strategic direction of organizations. It is argued that the strategic direction of government has been towards network involvement and that, as a result, a reconfiguration of Human Resource Management practices is needed to support this new direction. Drawing on eight network case studies findings are presented in relation to the roles government is expected to play in networks and conclusions are drawn about what types of human resource management practices would best support those roles. Implications for Strategic Human Resource Management are posited.
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|Item Type:||Journal Article|
|Additional Information:||Special Issue: Contemporary Challenges for Public Sector Human Resource Management|
|Keywords:||Networks, Public Sector,, , Human Resource Management Practices, Strategic Human Resource Management|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Human Resources Management (150305)
Australian and New Zealand Standard Research Classification > STUDIES IN HUMAN SOCIETY (160000) > POLICY AND ADMINISTRATION (160500) > Public Administration (160509)
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
|Copyright Owner:||Copyright 2012 Taylor & Francis|
|Copyright Statement:||This is a preprint of an article whose final and definitive form has been published in the International Journal of Public Administration © 2012 [copyright Taylor & Francis]; International Journal of Public Administration is available online at: www.tandfonline.com/10.1080/01900692.2012.662782|
|Deposited On:||02 Aug 2012 03:24|
|Last Modified:||08 Aug 2012 00:58|
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