Abstract
The reform of Human Resource Management (HRM) is only one approach in reforming local governments but a very important one. As recent studies showed, there is still a lack of empirical evidence linking HRM reforms with results. By analyzing three European cities of “presumed” excellence in their local administrative reform and change management approaches (e.g. Bilbao in Spain, Tampere in Finland, and Mannheim in Germany), this chapter tries to establish whether or not there are major commonalities or differences in the reform approaches of the cities and whether the institutional change (organizational, personnel, and instrumental) implemented has affected organizational performance. Correlations between change management and HRM reforms and their (presumed) effects are highlighted, along with the ambiguities, tensions, and problems inherent within the processes of change.
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Salm, M., Schwab, C. (2016). Human Resource Management Reforms and Change Management in European City Administrations from a Comparative Perspective. In: Kuhlmann, S., Bouckaert, G. (eds) Local Public Sector Reforms in Times of Crisis. Governance and Public Management. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-52548-2_9
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DOI: https://doi.org/10.1057/978-1-137-52548-2_9
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