Best value and workplace partnership in local government

Article

Upchurch, M., Richardson, M., Tailby, S., Danford, A. and Stewart, P. 2005. Best value and workplace partnership in local government. Personnel Review. 34 (6), pp. 713-728.
TypeArticle
TitleBest value and workplace partnership in local government
AuthorsUpchurch, M., Richardson, M., Tailby, S., Danford, A. and Stewart, P.
Abstract

Purpose – This paper explores employee experiences concerning job security/insecurity, workload, job satisfaction and employee involvement in the aftermath of Best Value reviews in a local authority.
Design/methodology/approach – Using a mix of quantitative and qualitative data collection techniques employees’ experiences of Best Value reviews in a local authority are compared and contrasted with council staff employed elsewhere in the authority to establish the extent to which
workplace partnership principles have taken hold under a Best Value regime.
Findings – Little evidence of positive outcomes was found from partnership at work under a Best Value regime. The constraints imposed by central government, under which managers in the public sector operate, contributed significantly to partnership at work remaining little more than a hollow shell.
Originality/value – This paper provides a recent in-depth case study of the experience of workplace partnership, which was developed not discrete from but as part of the Best Value modernisation programme in a local authority.

Research GroupEmployment Relations group
PublisherEmerald
JournalPersonnel Review
ISSN0048-3486
Publication dates
Print2005
Publication process dates
Deposited10 Mar 2009
Output statusPublished
Additional information

Special issue on employment relations and public services: "Modernisation under Labour."

LanguageEnglish
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