Title

Strategizing public sector human resource management: the implications of working in networks

Document Type

Article

Publication details

Waterhouse, J & Keast, RL 2012, 'Strategizing public sector human resource management: the implications of working in networks', International Journal of Public Administration, vol. 35, no. 8, pp. 562-576.

Published version available from:

http://dx.doi.org/10.1080/01900692.2012.662782

Peer Reviewed

Peer-Reviewed

Abstract

Networks have come to the fore as a means by which government can achieve its strategic objectives, particularly when addressing complex or “wicked” issues. Such joined-up arrangements differ in their operations from other forms of organizing as they require collaborative effort to deliver the collaborative advantage. Strategic Human Resource Management is concerned with the matching of human resource practices to the strategic direction of organizations. It is argued that the strategic direction of government has been towards network involvement and that, as a result, a reconfiguration of Human Resource Management practices is needed to support this new direction. Drawing on eight network case studies findings are presented in relation to the roles government is expected to play in networks and conclusions are drawn about what types of human resource management practices would best support those roles. Implications for Strategic Human Resource Management are posited.