Business, Enterprise & Management
Permanent URI for this collectionhttps://eresearch.qmu.ac.uk/handle/20.500.12289/5
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Item The role of line managers as human resource agents in fostering organizational change in public services(Taylor & Francis, 2008-03) McGuire, David; Stoner, Leanna; Mylona, SmaroThe commercialization of public services has led to enhanced customer service and arguably improved employee performance. Central to these efforts has been a radical reconsideration of the role of line managers. By devolving responsibility for human resource (HR) practices to line managers, public services organizations expect a closer relationship between line managers and employees with speedier decision-making and more effective resolution of workplace problems. Partnership models involving HR specialists and line managers are becoming increasingly common. This article presents a model identifying the context, enablers and inhibitors of line manager HR involvement. It concludes that adequate support needs to be provided to line managers to enable them to effectively take on new HR responsibilitiesItem Cusp not crisis : changing to deliver- Scottish Government(Emerald Group Publishing Limited, 2004-06) Donnelly, MikeA modern democracy is being created in Scotland following the re-establishment of the Scottish Parliament in 1999 with new executive and scrutiny structures. This paper reports on early developments and the emergence of the Scottish Executive's organisational change programme - changing to deliver- - as a response to the demands for public service reform and continuous service improvement. The paper outlines the contexts, theoretical framework, and earlyactions taken by the Executive to ground its work; examines the programme aims and the workstreams for change adopted as priorities for action; and reflects on more recent developments and the prospects for the success of the change programme. A key feature which characterises elected, government organisations is the relationship between elected people and senior unelected officials. The paper reports exploratory research investigating the expectations held by Cabinet Ministers of officials and the reciprocal expectations these senior civil servants have of Scottish Ministers.Item Towards a model of human resource solutions for achieving intergenerational interaction in organisations(Emerald Group Publishing Limited, 2007) By, Rune T.; Hutchings, Kate; McGuire, DavidPurpose - Achieving intergenerational interaction and avoiding conflict is becoming increasingly difficult in a workplace populated by three generations - Baby Boomers, Generation X-ers and Generation Y-ers. This paper presents a model and proposes HR solutions towards achieving co-operative generational interaction. Design/methodology/approach - This paper adapts Park's theory of race relations to explain the distinctiveness of generational work groups and the challenges and opportunities that these groups present when interacting in organisations. Rashford and Coghlan's cycle of organisational change, based on the K_bler-Ross grief cycle, is then mapped onto Park's race relations cycle in order to link generational interaction to emotional reactions to change over time. Findings - The paper sets out a research agenda for examining how generations interact in the workplace. It acknowledges the limitations of using Park's theory of race relations, in particular the criticisms levelled at assimilationist approaches. Originality/value - The paper provides an alternative viewpoint for examining how generations co-exist and interact and shows how HR solutions can respond to the needs of different generations