Strategic HRM and Public Sector Austerity: Friend or Foe

Abstract

The current austerity agendas in the UK, USA, Ireland and Australia demonstrate the necessity for radical change. There are major reductions in the public sector workforces globally, with the mantra worldwide being “we need to do more with less”. Working practices will need to change, and there is widespread acceptance that a more strategic human resource management approach is needed, but that it will need to have some distinctive elements to reflect particular issues of structures, levels of collective agreement, public sector motivation, public value versus profit goals and the forms of social capital involved. This symposium considers the role for SHRM in the public sector focussing on what needs to change for an effective SHRM system in a time of austerity and whether there are particular issues that need greater focus if there is to be effective SHRM. Historical impacts of austerity upon HRM are outlined; concerns are raised regarding the effectiveness of the HR implementers being chosen and then tentative solutions through ambidexterity and dynamic capabilities are discussed. Is the practice of placing ‘just anyone’ in HR roles wise in periods of austerity? Presenter: Tanya Hammond; U. of New South Wales Human Resource Management in times of Austerity Presenter: Robin Kramar; Australian Catholic U. Antecedents and Consequences of Ambidexterity in Public Sector Organisations Presenter: Geoff Plimmer; Victoria Management School Presenter: Stephen T.T. Teo; Auckland U. of Technology Strategic Human Resources Management for the next financial crisis: lessons to be learnt Presenter: Fiona Buick; U. of Canberra Presenter: Deborah A. Blackman; U. of New South Wales