Best value and workplace partnership in local government

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

Source: Personnel Review, Volume 34, Number 6, 2005 , pp. 713-728(16)

Publisher: Emerald Group Publishing Limited

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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.

Keywords: Best Practice; Partnership; Trade Unions; Employee Involvement

Document Type: Research article

DOI: http://dx.doi.org/10.1108/00483480510623484

Publication date: 2005-06-01