 Examining the impact of COVID-19 on managing public sector employees: overcoming or exacerbating incoherences?Sue Williamson and Linda Colley Chapter 11 in Research Handbook on Public Management and COVID-19, 2024, pp 137-149 from Edward Elgar Publishing Abstract: While there has been extensive analysis of working from home during the pandemic, little research has examined how public sector managers oversaw their teams during this period. In this chapter we use Pichault’s theory of incoherence in human resource management (HRM) to examine how the pandemic changed management practices as employees and teams worked from home. Based on surveys of approximately 6,000 Australian public service employees in both 2020 and 2021, our findings highlight a range of incoherences within HRM content, processes and stakeholder relations. However, we also found increased internal coherence between some HRM practices, such as an emerging form of outcomes-based performance management, and organisational change. In this chapter we start to track the changes in how managers oversee public sector employees who work from home - a necessary focus as employees embrace hybrid working. Keywords: Business and Management; Economics and Finance; Politics and Public Policy Sociology and Social Policy (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:elg:eechap:21210_11 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Chapters from Edward Elgar Publishing |
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