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Human resource devolution, decoupling and incoherence: how line managers manage gender equality reforms

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  • Sue Williamson
  • Linda Colley
  • Meraiah Foley

Abstract

Public sector human resource management (HRM) has been devolved from central personnel agencies to line agency HRM professionals and further to line managers. While devolution has admirable goals, it has created difficulties as managers have not been sufficiently trained in HRM. We examine these difficulties in Australian public services, through the lens of recent gender equality reforms. We identify that the approach to HRM devolution has contributed to a decoupling of policy and practice and a resulting incoherence, as new policies are introduced by HRM professionals but not effectively communicated to line managers, not effectively implemented, and not monitored.

Suggested Citation

  • Sue Williamson & Linda Colley & Meraiah Foley, 2020. "Human resource devolution, decoupling and incoherence: how line managers manage gender equality reforms," Public Management Review, Taylor & Francis Journals, vol. 22(10), pages 1560-1578, October.
    • Handle: RePEc:taf:rpxmxx:v:22:y:2020:i:10:p:1560-1578
    DOI: 10.1080/14719037.2019.1642951
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    Cited by:

    1. Jane Parker & Janet Sayers & Amanda Young‐Hauser & Shirley Barnett & Patricia Loga & Selu Paea, 2022. "Gender and ethnic equity in Aotearoa New Zealand's public service before and since Covid‐19: Toward intersectional inclusion?," Gender, Work and Organization, Wiley Blackwell, vol. 29(1), pages 110-130, January.
    2. Sue Williamson & Linda Colley & Meraiah Foley, 2022. "Public servants working from home: Exploring managers’ changing allowance decisions in a COVID-19 context," The Economic and Labour Relations Review, , vol. 33(1), pages 37-55, March.
    3. Cupcea Ion & Birca Alic, 2023. "The Particularities Of Human Resources Management In The Public Sector," Annals - Economy Series, Constantin Brancusi University, Faculty of Economics, vol. 3, pages 148-156, June.

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