Best value and workplace partnership in local government
Richardson, Mike; Tailby, Stephanie; Danford, Andrew; Stewart, Paul; Upchurch, Martin
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.
Richardson, M., Tailby, S., Danford, A., Stewart, P., & Upchurch, M. (2005). Best value and workplace partnership in local government. Personnel Review, 34(6), 713-728. https://doi.org/10.1108/00483480510623484
|Journal Article Type||Article|
|Publication Date||Oct 6, 2005|
|Peer Reviewed||Peer Reviewed|
|Keywords||best value, employees, workplace, partnership, local government, trade unions|