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Examining the impact of COVID-19 on managing public sector employees: overcoming or exacerbating incoherences?

In: Research Handbook on Public Management and COVID-19

Author

Listed:
  • Sue Williamson
  • Linda Colley

Abstract

While there has been extensive analysis of working from home during the pandemic, little research has examined how public sector managers oversaw their teams during this period. In this chapter we use Pichault’s theory of incoherence in human resource management (HRM) to examine how the pandemic changed management practices as employees and teams worked from home. Based on surveys of approximately 6,000 Australian public service employees in both 2020 and 2021, our findings highlight a range of incoherences within HRM content, processes and stakeholder relations. However, we also found increased internal coherence between some HRM practices, such as an emerging form of outcomes-based performance management, and organisational change. In this chapter we start to track the changes in how managers oversee public sector employees who work from home - a necessary focus as employees embrace hybrid working.

Suggested Citation

  • Sue Williamson & Linda Colley, 2024. "Examining the impact of COVID-19 on managing public sector employees: overcoming or exacerbating incoherences?," Chapters, in: Helen Dickinson & Sophie Yates & Janine O’Flynn & Catherine Smith (ed.), Research Handbook on Public Management and COVID-19, chapter 11, pages 137-149, Edward Elgar Publishing.
    • Handle: RePEc:elg:eechap:21210_11
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    File URL: https://www.elgaronline.com/doi/10.4337/9781802205954.00019
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