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dc.contributor.authorBrunetto, Yvonneen_US
dc.contributor.authorFarr-Wharton, Rodneyen_US
dc.contributor.authorShacklock, Kateen_US
dc.date.accessioned2017-05-03T13:15:23Z
dc.date.available2017-05-03T13:15:23Z
dc.date.issued2011en_US
dc.date.modified2012-09-14T01:11:40Z
dc.identifier.issn09585192en_US
dc.identifier.doi10.1080/09585192.2011.543633en_US
dc.identifier.urihttp://hdl.handle.net/10072/41101
dc.description.abstractWithin the Australian context of a shortage of skilled professionals, this article uses the Harvard model of human resources management (HRM) to conceptualise how changes in stakeholder interests coupled with changes to situational factors affect public sector HRM policy choices that in turn affect HRM outcomes for different types of public sector employees. The findings obtained using path analysis suggest that the proposed model explained almost 50% for nurses and less than 14% for police officers. In the case of nurses, the strong significant relationship between HRM inputs and outputs may provide a further plausible explanation for one of the long-term consequences of new public management - namely, the inability to retain skilled employees (especially those in the health sector) across numerous OECD countries. The implication of these findings is that the present public sector HRM policy choice should be re-examined because of its impact on HRM outcomes. Moreover, public sector employees should not be regarded as one uniform group that responds alike to the same policy. Whilst the merits of pursuing a strong auditing focus may have benefited organisations financially, the benefits can only remain if public sector employees, including professionals, are prepared to work under those conditions. The inability to retain nurses in numerous countries, coupled with past studies that have identified (poor) management as a contributing factor, suggests that past HRM policy choices may have to be replaced by new HRM policy choices that focus on employees' perceptions of well-being. However, more studies using different types of professionals are required to confirm the generalisability of these findings.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_US
dc.format.extent271239 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglishen_US
dc.language.isoen_US
dc.publisherRoutledgeen_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofstudentpublicationNen_US
dc.relation.ispartofpagefrom553en_US
dc.relation.ispartofpageto573en_US
dc.relation.ispartofissue3en_US
dc.relation.ispartofjournalInternational Journal of Human Resource Managementen_US
dc.relation.ispartofvolume22en_US
dc.rights.retentionYen_US
dc.subject.fieldofresearchHuman Resources Managementen_US
dc.subject.fieldofresearchcode150305en_US
dc.titleUsing the Harvard HRM model to conceptualise the impact of changes to supervision upon HRM outcomes for different types of Australian public sector employeesen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.rights.copyrightCopyright 2011 Routledge. This is an electronic version of an article published in International Journal of Human Resource Management, Volume 22, Issue 3, 2011, pages 553-573. International Journal of Human Resource Management is available online at: http://www.informaworld.com with the open URL of your article.en_US
gro.date.issued2011
gro.hasfulltextFull Text


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