Changing HR Roles in Commercialising Public Sector Organisations: From Personnel Administration to Strategic Partnership? Evidence from Two Longitudinal Case Studies in the United Kingdom'

摘要

Although the body of research and practice on HR management in private sector organisations has grown at an astonishing pace in recent years, much less is known about the nature, role and meaning of a strategic HR department within public sector organisations undergoing commercialisation. With the rise of 'managerialism' in contemporary public organisations, HR professionals must abandon the myths of the public sector past and deliver value. Yet there are tensions between the unifying prescriptive ideals of HRM and the often confusing array of roles and forms of inward-looking knowledge and expertise by which HR specialists enact their professional identity. At a time when public sector organisations are confronted with significant commercial pressures, considerable organisational flux and restructuring, empirical evidence about the HR function and its role in the strategic management of change can shade new light on the impact of workplace change on HRM practice.