Abstract
The U.K.’s public sector modernization agenda has significant implications for human resource (HR) practices and how they contribute to organizational performance. Through 4 case studies of large, local authorities, this article considers how the externally imposed performance assessment process of best value review is affecting HR practices in local government and to what extent these are being developed to support the high-performance model reflected in central government performance interventions. It also explores whether these are helping or hindering approaches to the organizational development required to build the internal capability necessary for delivering local authorities’ future improvement plans.
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