000			01463naa a2200169uu 4500
001			9012119065010
003			OSt
005			20190211164526.0
008			090121s2009 xx ||||gr |0|| 0 eng d
100	1		_aTRUSS, Catherine _935946
245	1	0	_aContinuity and change : _bthe role of the HR function in the modern public sector
260			_aMalden, MA : _bWiley-Blackwell, _cDecember 2008
520	3		_aAs the public sector has modernized and sought to become more efficient and cost-effective, the effective and strategic management of people has received increasing prominence and there have been calls for the Human Resource (HR) function to play a more strategic role. However, not much is known about whether the role of the HR function has changed substantively. In this paper, we present empirical evidence from six matched-pair public sector organizations in the UK to assess whether HR functional roles have changed, as envisaged, into a model more akin to the private sector. The findings highlight the complex and often contradictory nature of HR functional roles, and suggest that new and more strategic roles have not replaced traditional approaches but, rather, have been grafted on, giving rise to a variety of hybrid HR forms
773	0	8	_tPublic administration : an international quarterly _g86, 4, p. 1071-1088 _dMalden, MA : Wiley-Blackwell, December 2008 _xISSN 00333298 _w
942			_cS
998			_a20090121 _b1906^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c27983 _d27983
041			_aeng