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Bradford′s Two Revolutions: Political, Organisational and Human Resource Management Change in a Large Local Authority

Storey, John and Fenwick, Neil (1989). Bradford′s Two Revolutions: Political, Organisational and Human Resource Management Change in a Large Local Authority. Journal of Organizational Change Management, 2(1) pp. 35–39.

DOI (Digital Object Identifier) Link: https://doi.org/10.1108/09534818910134077
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Abstract

Local Authorities, like many other large organisations in Britain, are currently experimenting with new approaches to the way in which they manage themselves. As with other public sector employers this process has involved an importation of ideas drawn from the private sector, and, most significantly, has entailed an approach which is modelled on human resource management concepts. In this article a case study of one large local authority is used to explore the comparisons and contrasts in the new management approach under markedly different political regimes.

Item Type: Journal Item
Copyright Holders: 1989 MCB UP Limited
ISSN: 0953-4814
Academic Unit/School: Faculty of Business and Law (FBL) > Business > Department for People and Organisations
Faculty of Business and Law (FBL) > Business
Faculty of Business and Law (FBL)
Research Group: Innovation, Knowledge & Development research centre (IKD)
Item ID: 49600
Depositing User: John Storey
Date Deposited: 12 Jun 2017 15:53
Last Modified: 07 Dec 2018 10:52
URI: http://oro.open.ac.uk/id/eprint/49600
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