Regulating for Best Practice in Human Resource Management

The aim of this thesis was to assess the impact of the 'good employer' directive (s.56, State Sector Act 1988) on Human Resource Management (HRM) in the New Zealand public sector. It is suggested that the aim of the directive was to compel employers in the public sector to create an outcome of employee well-being as an objective of the HRM function. This required the use of an employee-centred model of HRM.Results show the directive impacted on HRM policy development and the use of employee-centred HRM practice in the public sector. Some valuable insights have been gained into public sector HRM and employee views about HRM. It is concluded that, whilst the directive has impacted on HRM practice, there may be problems with how the State in New Zealand seeks to define a 'good employer'. Also different functional areas of HRM appear to have a different impact on employee well-being. Only those areas of HRM considered important to employees are likely to produce desirable outcomes for employees. Also perceptions of employee well-being are related to the operationalisation of HRM practice, but not to the numbers of HRM practices.

Autorentext

Fiona Edgar completed her PhD in Human Resource Management/Industrial Relations. Fiona currently works as a Senior Lecturer in the Department of Management, at the University of Otago. Her research areas include Human Resource Management and Employment Relations.

Klappentext
The aim of this thesis was to assess the impact of the 'good employer' directive (s.56, State Sector Act 1988) on Human Resource Management (HRM) in the New Zealand public sector. It is suggested that the aim of the directive was to compel employers in the public sector to create an outcome of employee well-being as an objective of the HRM function. This required the use of an employee-centred model of HRM. Results show the directive impacted on HRM policy development and the use of employee-centred HRM practice in the public sector. Some valuable insights have been gained into public sector HRM and employee views about HRM. It is concluded that, whilst the directive has impacted on HRM practice, there may be problems with how the State in New Zealand seeks to define a 'good employer'. Also different functional areas of HRM appear to have a different impact on employee well-being. Only those areas of HRM considered important to employees are likely to produce desirable outcomes for employees. Also perceptions of employee well-being are related to the operationalisation of HRM practice, but not to the numbers of HRM practices.