Strategic Human Resource Management and the Australian Public Sector

Karen MANNING

Abstract


The connection between human resources and performance in firms in the private sector is well documented. What is less clear is whether the move towards managerialism that has taken place within the Australian public sector during the last twenty years has brought with it some of the features of the relationships between Human Resource Management (HRM) and performance experienced within the private sector. The research begins with a review of the literature. In particular the conceptual thinking surrounding the connection between HRM and performance within private sector organizations is explored. Issues of concern are the direction of the relationship between HRM and performance and definitional questions as to the nature and level of HRM to be investigated and the measurement of performance. These conceptual issues are also debated within the context of a public sector and particularly the Australian environment. An outcome of this task is the specification of a set of appropriate parameters for a study of these linkages within Australian public sector organizations.


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Transylvanian Review of Administrative Sciences by TRAS is licensed under a Creative Commons Attribution 4.0 International License.
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ISSN– L 2247 – 8310 | ISSN = 1842 – 2845 |  © AP

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