This paper focuses on three main themes. Firstly, what is Strategic Human Resource
Management (SHRM) and the rhetoric surrounding it? Secondly, does the reality match
the rhetoric? Thirdly, is the model that has been adopted by the private sector an
appropriate model for the Australian public sector to be using?
HR has been criticised for being an administrative function that is regulatory and
compliance based, adding little value to an organisation. SHRM provides a strategic
focus, involving the partnering of HR and line areas to provide value added people
services. SHRM has been described by some theorists (Ulrich, Rothwell et al) as the
only way of the future for the HR function.
The model/s of SHRM that have been adopted by the private sector are now being
promoted by the Public Service and Merit Protection Commission as the way forward for
HR in the Australian Public Service.
This paper discusses the appropriateness of the SHRM model/s for the public sector by
examining what is happening in the HR area in three Commonwealth Government
departments: Health and Aged Care, Transport and Regional Services and Family and
Community Services. It examines the dilemmas for the HR functions as they try to move
to an SHRM approach in these organisations, and suggests models that are appropriate to
the public sector context.
| Identifer | oai:union.ndltd.org:ADTP/219332 |
| Date | January 2000 |
| Creators | Simpson, Beverley, n/a |
| Publisher | University of Canberra. Administrative Studies |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | ), Copyright Beverley Simpson |
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