The ‘post-bureaucratic’ public sector organization. New organizational forms and HRM in ten UK public sector organizations

This paper evaluates the extent to which ‘post-bureaucratic’ organizational forms have been introduced to the UK public sector and the implications for human resource management policies and practices in the sector. The study draws from interview data at ten public sector organizations including local authorities, the National Health Service, the Civil Service, police authorities, broadcasting and transport. It concludes that certain structural changes have been made, but that older functional lines of authority still exist and thus post-bureaucratic claims are misleading. However, a harsher working environment has arisen for managers in these public sector organizations, with longer hours and a more complex working environment. Older certainties such as job security, a safe career path and seniority-based pay have all been eroded.