Table of Contents

Human Resource Management in the Public Sector

Human Resource Management in the Public Sector

New Horizons in Management series

Edited by Ronald J. Burke, Andrew J. Noblet and Cary L. Cooper

This insightful book presents current thinking and research evidence on the role of human resource management policies and practices in increasing service quality, efficiency and organizational effectiveness in the public sector.

Chapter 13: High performance work systems, performance management and employee participation in the public sector

Pauline Stanton and Karen Manning

Subjects: business and management, human resource management, organisational behaviour, public management, politics and public policy, public administration and management, public policy


The changing nature of public sector management is a global phenomena that has led to both opportunities and challenges for the management of public sector employees. New public management (NPM) initiatives such as corporatization, privatization and outsourcing of services have focused on achieving greater accountability and transparency and improved efficiency and effectiveness. In theory, such developments lead to improved organizational and service performance and better ‘value for money’ for cost conscious governments. In theory, a move away from rigid bureaucracy and highly centralized pay and conditions regimes should give employers more strategic choice over their human resource policies and enable them to create the conditions for more flexible work practices that can lead to high performing employees and hence improved organizational performance (Kessler and Purcell, 1996).

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