Doing the right thing? An institutional perspective on responsible restructuring in UK local governmentCitation formats

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Doing the right thing? An institutional perspective on responsible restructuring in UK local government. / Johnson, Mathew; Watt, Laura.

In: Human Resource Management Journal, 04.05.2021.

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@article{036f4d4b7a7e4525aa63735c64a5f6a1,
title = "Doing the right thing? An institutional perspective on responsible restructuring in UK local government",
abstract = "Drawing on institutional theory, this paper advances understanding of how restructuring practices are shaped by the organisational and institutional context and the concerns for legitimacy. Longitudinal case study findings from UK local government suggest a pattern of incremental deviance where repeated cutbacks are legitimised through a narrative of continuous improvement. This results in increased labour flexibility, work intensity and managerialism within services. We argue that the lack of resistance to change can be explained by the steady desensitisation of workers to repeated cutbacks as opposed to the inherent fairness of management actions. Through context-specific research the theoretical and empirical distinctions between responsible and pure restructuring, and soft and hard Human Resource Management policies, are challenged.",
keywords = "downsizing, functional flexibility, institutional theory, public sector, trade unions",
author = "Mathew Johnson and Laura Watt",
note = "Publisher Copyright: {\textcopyright} 2021 The Authors. Human Resource Management Journal published by John Wiley & Sons Ltd. Copyright: Copyright 2021 Elsevier B.V., All rights reserved.",
year = "2021",
month = may,
day = "4",
doi = "10.1111/1748-8583.12351",
language = "English",
journal = "Human Resource Management Journal",
issn = "0954-5395",
publisher = "John Wiley & Sons Ltd",

}

RIS

TY - JOUR

T1 - Doing the right thing? An institutional perspective on responsible restructuring in UK local government

AU - Johnson, Mathew

AU - Watt, Laura

N1 - Publisher Copyright: © 2021 The Authors. Human Resource Management Journal published by John Wiley & Sons Ltd. Copyright: Copyright 2021 Elsevier B.V., All rights reserved.

PY - 2021/5/4

Y1 - 2021/5/4

N2 - Drawing on institutional theory, this paper advances understanding of how restructuring practices are shaped by the organisational and institutional context and the concerns for legitimacy. Longitudinal case study findings from UK local government suggest a pattern of incremental deviance where repeated cutbacks are legitimised through a narrative of continuous improvement. This results in increased labour flexibility, work intensity and managerialism within services. We argue that the lack of resistance to change can be explained by the steady desensitisation of workers to repeated cutbacks as opposed to the inherent fairness of management actions. Through context-specific research the theoretical and empirical distinctions between responsible and pure restructuring, and soft and hard Human Resource Management policies, are challenged.

AB - Drawing on institutional theory, this paper advances understanding of how restructuring practices are shaped by the organisational and institutional context and the concerns for legitimacy. Longitudinal case study findings from UK local government suggest a pattern of incremental deviance where repeated cutbacks are legitimised through a narrative of continuous improvement. This results in increased labour flexibility, work intensity and managerialism within services. We argue that the lack of resistance to change can be explained by the steady desensitisation of workers to repeated cutbacks as opposed to the inherent fairness of management actions. Through context-specific research the theoretical and empirical distinctions between responsible and pure restructuring, and soft and hard Human Resource Management policies, are challenged.

KW - downsizing

KW - functional flexibility

KW - institutional theory

KW - public sector

KW - trade unions

U2 - 10.1111/1748-8583.12351

DO - 10.1111/1748-8583.12351

M3 - Article

JO - Human Resource Management Journal

JF - Human Resource Management Journal

SN - 0954-5395

ER -