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The interaction of human resource policies and practices with the implementation of teamworking: evidence from the UK public sector

Lookup NU author(s): Professor Stephen Procter

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Abstract

Our study examines the interaction of human resource policies and practices with the implementation of teamworking. Put simply, do certain human resource policies and practices support the implementation of teamworking? Do certain human resource policies and practices work against the implementation of teamworking? It utilizes an illustrative case from the UK public sector – the Inland Revenue, the UK tax assessment and collection agency – to address the research question. The case of the Inland Revenue gives support to the argument that it is necessary to identify and understand the differences between a variety of forms of teamworking. With the variation in forms of teamworking that are implemented, there may be variations in the human resource management context. In short, a contingency approach to the interaction of the implementation of teamworking with human resource policies and practices may be appropriate. In the case, teamworking was implemented to facilitate the introduction of a new tax regime in the face of reduced numbers of middle managers and clerical employees, and certain human resource policies and practices had an effect upon its implementation. These were front line manager selection and development in particular, while team member selection and development and employee relations appeared less important.


Publication metadata

Author(s): Procter S; Currie G

Publication type: Article

Publication status: Published

Journal: International Journal of Human Resource Management

Year: 2003

Volume: 14

Issue: 4

Pages: 581-599

Print publication date: 24/06/2010

ISSN (print): 0958-5192

ISSN (electronic): 1466-4399

Publisher: Routledge

URL: http://dx.doi.org/10.1080/0958519032000057600

DOI: 10.1080/0958519032000057600


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