Personnel Review

Stephen Bach; Ian Kessler; Geoff White

2005 Personnel Review

doi: 10.1108/00483480510772263

Purpose – To introduce the papers in the special issue. Design/methodology/approach – Provides a brief review of the papers. Findings – The papers cover a broad variety of human resource topics and the range of separate public services, including the impact of performance indicators on HRM practices in the NHS; the impact of Government policy on employment relations in the Fire Service; the use of 360° appraisal systems to improve performance management in the civil service; the impact of “best value” reviews upon HR in local government; the outcomes of new “partnership” relationships between management and unions in a local authority facing a “best value” review; and experimentation with job re‐design in the NHS. Originality/value – Provides a summary of the perspectives considered within the issue.

Rebecca Kolins Givan

2005 Personnel Review

doi: 10.1108/00483480510623439

Purpose – This paper examines the functioning of performance ratings of the human resources (HR) function of National Health Service (NHS). In particular, it looks at the star ratings system and the response of workplace HR managers to this system. Design/methodology/approach – The paper uses a qualitative, cross‐sectional methodology. Human resource managers in 17 different NHS trusts, as well as senior civil servants, were interviewed. Findings – The paper finds that poor data quality and inconsistent incentives make the ratings of limited relevance in either evaluating or driving the performance of the hospital HR function. Research limitations/implications – The research highlights the value of assessing government policies from the perspective of those affected by them. Practical implications – The evidence shows that the application of performance indicators does not meet the stated government objectives. Also, the unanimity across managers in differently rated trusts shows that criticisms are not limited to those who received poor ratings. Originality/value – In examining the perceptions and practice of performance indicators, from their formulation to execution, the paper shows that problems with these ratings may occur at a number of points in the process.

Ian Fitzgerald

2005 Personnel Review

doi: 10.1108/00483480510623448

Purpose – To demonstrate how government policy on fires service reform was initially challenged by a stubbornly resistant fire service corporatism but finally dismantled following the 2003 fire service White Paper. Design/methodology/approach – The paper is based on longitudinal case study data that includes 50 semi‐structured interviews with key fire service personnel at regional and national levels. Findings – This paper examines the roots of corporatism at national and local levels and demonstrates how the Fire Brigades Union (FBU) had significant levels of influence on management decision‐making. This was strongly reflected in the key role of the FBU in the industrial relations process that enabled the union to protect “entrenched” working practices. However, at a local level longstanding corporatist partnerships began to break down as a financial crisis arose and management took a more proactive approach. Corporatist structures at a national level, though, remained and it was not until the Labour government's second term of office that these national structures were overhauled following a White Paper and legislation. Originality/value – This paper demonstrates that whilst fire service management has consolidated its position under the Labour administration it has proved a disaster for the FBU.

Arthur Morgan; Kath Cannan; Joanne Cullinane

2005 Personnel Review

doi: 10.1108/00483480510623457

Purpose – The underpinning assumption in the adoption of 360° feedback is that it heightens an individual's self‐awareness by highlighting differences between how participants see themselves and how others see them. This statement implies that awareness motivates development and improves performance. This paper critically examines the introduction of 360° feedback in the civil service, drawing on the experiences of the Patent Office and taking account of the wider context of civil service modernisation. Design/methodology/approach – The case study gathered data through a series of interviews and questionnaires. It sought the perceptions and experiences of management and participants in relation to the implementation process and the outcomes of the scheme. Findings – At an organisational level the use of 360° feedback, as a performance management tool, failed to develop the self‐awareness anticipated. Neither was it found to be aligned with other development plans or the organisation's core competencies. At an individual level some participants believed that they achieved little from the process overall and this may be related to an expectation that the organisation's HRM system would be more proactive in planning development action on their behalf. Practical implications – This research reflects the situation in one organisation. It is argued that the findings will have relevance for the wider civil service as the agenda for organisational efficiency, target setting, and performance improvement gathers momentum. Originality/value – This paper takes a critical perspective on whether HR developments such as 360° feedback have a deep‐seated strategic rationale. It also explores the relationship between 360° feedback and the new public management.

Lynette Harris

2005 Personnel Review

doi: 10.1108/00483480510623466

Purpose – To examine how an external performance review process introduced as part of the public sector modernisation agenda in England and Wales has impacted on HR service provision and processes in local government and the extent to which it has acted as a catalyst for the development of more integrative and innovative HR practices to support organisational performance. Design/methodology/approach – A case study analysis of the Best Value Review (BVR) process of HR services at two county and two unitary authorities generated data from multiple sources including interviews, focus groups, consultative meetings as well as internal documentation. This approach was adopted to offer perspectives from different stakeholders in the employment relationship. Findings – There was found to be a frequent lack of synergy between organisational goals, departmental plans and the performance objectives of individuals combined with an absence of shared understandings about human resourcing priorities or commitment to the processes needed to strategically integrate HR policies. Research limitations/implications – Whilst providing insights into the Best Value (BV) approach to public sector modernisation, a wider generalisation of the findings cannot be drawn from four case studies. Practical implications – Line management and the HR function need to share better understandings concerning the HR practices needed to support the modernisation agenda and their respective HR responsibilities. Originality/value – This paper reveals that the BV performance regime was not encouraging, and even limiting, a corporate approach to the HR policies and practices required to develop longer term organisational capability.

Paula Hyde; Anne McBride; Ruth Young; Kieran Walshe

2005 Personnel Review

doi: 10.1108/00483480510623475

Purpose – To examine the introduction of role‐redesign in the NHS and highlight implications for employment relations. Design/methodology/approach – A 12‐month independent evaluation (2003‐2004) of a role redesign initiative in the NHS is reported. The study followed a developmental, case‐study design and included secondary data analysis, semi‐structured interviews and observations at five case‐study sites. Findings – The role redesign process involved four types of change to job content: skill‐mix changes; job widening; job deepening; and development of new roles. Each of these changes had implications for employment relations in terms of remuneration, management and accountability, and education and training. Research limitations/implications – The research involves one initiative in the NHS and was evaluating a developing programme. Whilst implications are suggested for efforts at role redesign generally the research specifically relates to NHS organisations. Practical implications – Three aspects of employment relations are identified as important when attempting role redesign: remuneration, management and accountability, and education and training. Originality/value – This paper offers the first account of this national NHS role redesign initiative.

Mike Richardson; Stephanie Tailby; Andrew Danford; Paul Stewart; Martin Upchurch

2005 Personnel Review

doi: 10.1108/00483480510623484

Purpose – This paper explores employee experiences concerning job security/insecurity, workload, job satisfaction and employee involvement in the aftermath of Best Value reviews in a local authority. Design/methodology/approach – Using a mix of quantitative and qualitative data collection techniques employees' experiences of Best Value reviews in a local authority are compared and contrasted with council staff employed elsewhere in the authority to establish the extent to which workplace partnership principles have taken hold under a Best Value regime. Findings – Little evidence of positive outcomes was found from partnership at work under a Best Value regime. The constraints imposed by central government, under which managers in the public sector operate, contributed significantly to partnership at work remaining little more than a hollow shell. Originality/value – This paper provides a recent in‐depth case study of the experience of workplace partnership, which was developed not discrete from but as part of the Best Value modernisation programme in a local authority.