This paper explores the role of public service HRM. Whilst other sectors face similar challenges e.g. the impact of ‘Brexit’, we argue that the particular and aggregated nature of the challenges facing public service organisations (PSOs) deserves a more focused approach on how HRM is impacted by and responds to such challenges. This paper also addresses theoretical and empirical gaps in knowledge by bringing together fields, which have traditionally operated in silos; HRM, and public management. To explore this critical interface an evidence-based approach using real-life examples of public service HRM from across the globe is adopted.
PSOs includes all those organizations established to develop public policy and services; deliver public services; and, whose primary existence is for the public benefit and good (the authors, 2017, forthcoming). This therefore includes: all levels of government; services such as health, education, policing and defence; and, non-profit organizations such as voluntary organizations, charities, and NGOs who may provide contracted and self-funded services, as well as playing an important role in campaigning for particular sections of the population e.g. homeless people. However, for-profit organizations are excluded, even those that may be contracted to provide public services such as GS4 and SERCO, given their primary motive is profit and key stakeholder is shareholders.
Internationally the public sector has faced an unprecedented rate and scale of change in the 2010s. This change, particularly political change, has impacted significantly not only on the development and practice of public service HRM, but also on public service employees themselves. To assess the impact of such political change the full paper will examine cases such as ‘Brexit’ UK, post-coup Turkey, post-election Australia, as well as exploring the more general impact of the recent global financial crises on public policy and the global public service workforce. For example, using the first case we explore a key emergent concern related to the capacity and capability of the UK’s civil service to help negotiate the UK’s exit from the EU. Whilst an even more extreme example of politics impacting on public service workers is provided by post-coup Turkey. Following the recent coup in the summer of 2016 the BBC have reported widespread dismissal of public servants (c100,000) and imprisonment (c30,000), including teachers, academics, police, military and judges, who have even fairly tenuous links with the Gulenists, who President Erdogan claims were behind the failed coup (Lowen, 2016). Not only will such political actions impact on the ability of public services to deliver key services to citizens, it also creates economic and psychological insecurity for the public service workforce which further contributes to political, economic and social instability.
The paper will conclude by considering how public service HRM can assist public services and their employees cope with and adapt to the continually changing context and culture in which they have to function.
References
Lowen, M. (2016) ‘Turkey post-coup purges convulse society’ BBC NEWS 3 October 2010 [accessed 10/10/16 http://www.bbc.co.uk/news/world-europe-37517735]
B3 - Organizational Change and the Future of Work in the Public Sector
