Abstract
ABSTRACT Public sector human resource management (HRM) has been devolved from central personnel agencies to line agency HRM professionals and further to line managers. While devolution has admirable goals, it has created difficulties as managers have not been sufficiently trained in HRM. We examine these difficulties in Australian public services, through the lens of recent gender equality reforms. We identify that the approach to HRM devolution has contributed to a decoupling of policy and practice and a resulting incoherence, as new policies are introduced by HRM professionals but not effectively communicated to line managers, not effectively implemented, and not monitored.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
