Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 185 - 201 |
| Number of pages | 17 |
| Journal | Australian Journal of Public Administration |
| Volume | 70 |
| Issue number | 2 |
| DOIs | |
| Publication status | Published - 2011 |
Cite this
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Temporary staff, contractors, and volunteers: The hidden workforce in Victorian local government. / McKeown, Joanne; Lindorff, Margaret.
In: Australian Journal of Public Administration, Vol. 70, No. 2, 2011, p. 185 - 201.Research output: Contribution to journal › Article › Research › peer-review
TY - JOUR
T1 - Temporary staff, contractors, and volunteers: The hidden workforce in Victorian local government
AU - McKeown, Joanne
AU - Lindorff, Margaret
PY - 2011
Y1 - 2011
N2 - Theories of strategic Human Resource Management (HRM) emphasise the need to understand and effectively manage the workforce, and to align HRM practices with organisational strategy. Local government in Victoria was radically revised in 1993-94 with forced amalgamations, and later the introduction of Best Value Principles. Alongside this have been changes to council workforces. This article explores the composition of these workforces, and seeks to understand if strategic HRM practices underpin their management. It reports that in addition to the known and managed internal workforce, many councils have an external workforce which includes temporary staff, independent contractors, those working for external contractors, volunteers, work placement students and trainees. There is little evidence that theories of strategic HRM have been used to produce workforce planning strategies and policies relating to these staff, or that their management has been strategically aligned and reviewed to align with council strategies and business plans.
AB - Theories of strategic Human Resource Management (HRM) emphasise the need to understand and effectively manage the workforce, and to align HRM practices with organisational strategy. Local government in Victoria was radically revised in 1993-94 with forced amalgamations, and later the introduction of Best Value Principles. Alongside this have been changes to council workforces. This article explores the composition of these workforces, and seeks to understand if strategic HRM practices underpin their management. It reports that in addition to the known and managed internal workforce, many councils have an external workforce which includes temporary staff, independent contractors, those working for external contractors, volunteers, work placement students and trainees. There is little evidence that theories of strategic HRM have been used to produce workforce planning strategies and policies relating to these staff, or that their management has been strategically aligned and reviewed to align with council strategies and business plans.
U2 - 10.1111/j.1467-8500.2011.00722.x
DO - 10.1111/j.1467-8500.2011.00722.x
M3 - Article
VL - 70
SP - 185
EP - 201
JO - Australian Journal of Public Administration
JF - Australian Journal of Public Administration
SN - 0313-6647
IS - 2
ER -