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The 'post-bureaucratic' public sector organization: New organizational forms and HRM in ten UK public sector organizations

Morris, Jonathan Llewellyn and Farrell, Catherine 2007. The 'post-bureaucratic' public sector organization: New organizational forms and HRM in ten UK public sector organizations. The International Journal of Human Resource Management 18 (9) , pp. 1575-1588. 10.1080/09585190701570544

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Abstract

This paper evaluates the extent to which ‘post-bureaucratic’ organizational forms have been introduced to the UK public sector and the implications for human resource management policies and practices in the sector. The study draws from interview data at ten public sector organizations including local authorities, the National Health Service, the Civil Service, police authorities, broadcasting and transport. It concludes that certain structural changes have been made, but that older functional lines of authority still exist and thus post-bureaucratic claims are misleading. However, a harsher working environment has arisen for managers in these public sector organizations, with longer hours and a more complex working environment. Older certainties such as job security, a safe career path and seniority-based pay have all been eroded.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Subjects: H Social Sciences > H Social Sciences (General)
H Social Sciences > HD Industries. Land use. Labor
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
H Social Sciences > HJ Public Finance
J Political Science > JF Political institutions (General)
Uncontrolled Keywords: New organizational forms; United Kingdom; public sector
Publisher: Routledge
ISSN: 0958-5192
Last Modified: 04 Jun 2017 04:23
URI: http://orca.cf.ac.uk/id/eprint/38185

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