The interaction of human resource policies and practices with the implementation of teamworking: evidence from the UK public sector

Abstract

Our study examines the interaction of human resource policies and practices with the implementation of teamworking. Put simply, do certain human resource policies and practices support the implementation of teamworking? Do certain human resource policies and practices work against the implementation of teamworking? It utilizes an illustrative case from the UK public sector -the Inland Revenue, the UK tax assessment and collection agency -to address the research question. The case of the Inland Revenue gives support to the argument that it is necessary to identify and understand the differences between a variety of forms of teamworking. With the variation in forms of teamworking that are implemented, there may be variations in the human resource management context. In short, a contingency approach to the interaction of the implementation of teamworking with human resource policies and practices may be appropriate. In the case, teamworking was implemented to facilitate the introduction of a new tax regime in the face of reduced numbers of middle managers and clerical employees, and certain human resource policies and practices had an effect upon its implementation. These were front line manager selection and development in particular, while team member selection and development and employee relations appeared less important.

The effectiveness of teams in organizations: a meta-analysis

“…Richter et al 2752 be implemented. So Currie and Procter (2003), for instance, found that teamwork implementation in a UK public sector agency was affected by certain HRM practices, in particular front-line manager selection and development. Some of the controversial findings of recent empirical studies might be explained by the lack of considering such support systems.…”

Systematic review of the links between human resource management practices and performance

“…Although the HR studies sought to evaluate whether policy is being implemented rather than to do so while also trying to achieve high levels of fidelity or evaluate its relationship with performance, the need for support strategies is recognised: three studies report how such strategies had been used by organisations. 107,140,147 Like much implementation fidelity research, they focused entirely on adherence (including dose). The principal difference between the two literatures concerns data collection: the HR literature used only selfreport of participants rather than independent observation -employee experience rather than the report of quantitative data.…”

‘Lean’, new technologies and employment in public health services: employees' experiences in the National Health Service

“…As we have seen above, the critical literature cites cases where Lean-type approaches have produced the fragmentation of jobs in public services, limiting opportunities for upskilling and career progression (Carter et al 2013), while other studies have found some positive experiences of discretionary learning through collaboration with team members and line managers (Currie and Procter 2003). We have also described above managers' characterisation of the redesign programme as a progressive agenda designed to free staff to engage in more patient-facing work on wards.…”