Best value and workplace partnership in local government

Richardson, Mike; Tailby, Stephanie; Danford, Andrew; Stewart, Paul; Upchurch, Martin

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.

Citation

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
• Journal: Personnel Review
• Print ISSN: 0048-3486
• Publisher: Emerald
• Peer Reviewed: Peer Reviewed
• Volume: 34
• Issue: 6
• Pages: 713-728
• DOI: https://doi.org/10.1108/00483480510623484
• Keywords: best value, employees, workplace, partnership, local government, trade unions
• Public URL: https://uwe-repository.worktribe.com/output/1047601
• Publisher URL: http://dx.doi.org/10.1108/00483480510623484