Best value - changing roles and activities for human resource managers in Scottish local government
By: JACONELLI, Alison
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Contributor(s): SHEFFIELD, James.
Material type: 
ArticlePublisher: 2000Subject(s): Local Government | Human Resource Management | Service Levels | ScotlandThe International Journal of Public Sector Management 13, 5-7, p. 624-644Abstract: This article aims to examine the effects of the best value policy initiative on the human resource function in Sottish local government. The article examines whether best value provides the human resource function with the opportunity and ability to perform strategically, rather than in a reactive and opportune manner. In addition, it will examine whether the policy will enable the human resource (HR) function to move fromthe mechanistic, repetitive activitis hr specialists report resource (HR) function to move fromthe mechanistic, repetitive HR specialists report consume their time, towards the "softer", more consultative tasks associated with the hr function
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
This article aims to examine the effects of the best value policy initiative on the human resource function in Sottish local government. The article examines whether best value provides the human resource function with the opportunity and ability to perform strategically, rather than in a reactive and opportune manner. In addition, it will examine whether the policy will enable the human resource (HR) function to move fromthe mechanistic, repetitive activitis hr specialists report resource (HR) function to move fromthe mechanistic, repetitive HR specialists report consume their time, towards the "softer", more consultative tasks associated with the hr function
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