Abstract
Local Authorities, like many other large organisations in Britain, are currently experimenting with new approaches to the way in which they manage themselves. As with other public sector employers this process has involved an importation of ideas drawn from the private sector, and, most significantly, has entailed an approach which is modelled on human resource management concepts. In this article a case study of one large local authority is used to explore the comparisons and contrasts in the new management approach under markedly different political regimes.
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