Personnel management in the public sector: Power, roles and relationships

The management of human resources in the UK public sector has been dramatically transformed in recent years. Discusses the major areas of change in relation to: generalist and specialist personnel roles; relationships between personnel professionals and line managers; and perceptions of personnel activities. Also examines the power ramifications of these changes. Posits that the changes which have occurred to personnel management practice within the public sector have had a detrimental impact on the duties and activities of the personnel practitioner and have also led to a dilution of professional power. Uses a methodology based on sequence analysis to explore the existence of characteristic trends across a range of public sector organizations (n = 14). Interviews with key stakeholders (n = 42) were undertaken, a variety of documentary sources were analysed and, as part of the process of “colligation”, group feedback sessions were held.