Editor’s Note
Abstract
The articles in this issue provide evidence from studies in Australia and New Zealand on ways of improving human resource practice and organisational performance in an environment in which organizational structures, employee non-work responsibilities, legislative frameworks and technology are changing. The articles raise questions about some of the traditional ways in which people have been managed and propose practices that could enhance employee experience and organisational outcomes. Underhill and Worland contribute an article on managing a contingent workforce and employee benefits in an industry characterized by short-term, project-based employment. Using the building industry as a case study, Underhill and Worland demonstrate that the protection of these benefits, particularly sick leave, can offer gains to both employees and employers and a sick leave pattern similar to one consistent with continuous employment. The article by Pullin and Haidar examines the impact of the performance evaluation process for senior officers in the public service. They explore whether the intended changes under the Victorian Local Government Act 1989 have been achieved and the extent to which the use of the performance eval- uation process has contributed to organizational performance. After inter- viewing more than half the senior officers in six local government