The changing nature of the HR function in UK local government and its role as “employee champion”
| DOI | https://doi.org/10.1108/01425450810835400 |
| Pages | 34-47 |
| Published date | 16 November 2007 |
| Date | 16 November 2007 |
| Author | Lynette Harris |
| Subject Matter | HR & organizational behaviour |
The changing nature of the HR
function in UK local government
and its role as “employee
champion”
Lynette Harris
Nottingham Business School, The Nottingham Trent University,
Nottingham, UK
Abstract
Purpose – Public sector reforms and external performance review has meant that the HR function in
UK local government is not only expected to continuously review working practices but is also facing
major changes in its role and its own service delivery. This paper explores how changes driven by the
pursuit of efficiency and cost cutting may impact on the function’s ability to fulfil the employee
champion role that Ulrich identifies as essential to it making a valuable strategic contribution.
Design/methodology/approach – The findings are drawn from interviews, focus groups and desk
research conducted in three large local authorities
Findings – The emergent concerns, tensions and dilemmas across the case study organisations
suggest that changes, both planned and actual, to HR’s role and services will impact on the function’s
ability to act as an “employee champion” due to reduced employee contact and more fragmented HR
roles.
Research limitations/implications – The findings are based on three case studies, so there is an
issue of their wider application – and they provided rather more insights into the views of HR staff
and line managers than of other employee groups.
Practical implications – The devolved, decentralised, outsourced and self service models of HR
service provision require careful internal evaluation as this study’s findings indicate they may well
have hidden costs in terms of promoting employee commitment in large public sector organisations.
Originality/value – A qualitative study of how changes to the HR function’s role and service
delivery can impact on the HR’s responsibilities for employee relations rather than the more usual
considerations of cost effectiveness and efficiency.
Keywords Human resource management, Employees,Local government
Paper type Research paper
Introduction
The role of the HR function in UK local authorities has undergone significant chan ges
since Bains (1972) recommended the establishment of an internal professional
personnel presence. In recent years the modernisation of public services agenda has
meant that the HR function in local government has not only been required to
continuously review working practices (White, 2000) but is also facing unprecedented
changes in how its own services are provided. This paper examines the challenges and
dilemmas facing the HR function in UK local government if it is to effectively support
the organisation in maximising levels of employee commitment crucial to the high
performance work place (Boxall and Purcell, 2003). It focuses on how changes in the
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0142-5455.htm
ER
30,1
34
Received 19 September 2006
Revised 21 February 2007
Accepted 28 February 2007
Employee Relations
Vol. 30 No. 1, 2007
pp. 34-47
qEmerald Group Publishing Limited
0142-5455
DOI 10.1108/01425450810835400
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