@article { , title = {Best value and workplace partnership in local government}, 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. © Emerald Group Publishing Limited.}, doi = {10.1108/00483480510623484}, issn = {0048-3486}, issue = {6}, journal = {Personnel Review}, pages = {713-728}, publicationstatus = {Published}, publisher = {Emerald}, url = {https://uwe-repository.worktribe.com/output/1047601}, volume = {34}, keyword = {Human Resources, Work and Employment, best value, employees, workplace, partnership, local government, trade unions}, year = {2005}, author = {Richardson, Mike and Tailby, Stephanie and Danford, Andrew and Stewart, Paul and Upchurch, Martin} }