new public management of human resources (NGPRH), managerial hypocrisy, alternative HRM
Sauviat, Isabelle
new public management of human resources (NGPRH), managerial hypocrisy, alternative HRM - 2024.
85
NGPRH (new public management of human resources) involves bringing public human resource management closer to human resource management (HRM) in the private sector. In fact, NGPRH is at the heart of multiple, known, and recognized contradictions between individuals, ideas, and actions, but also decisions and actions. However, according to Brunsson (2002; 1993; 1989), organizational hypocrisy concerns the contradictions between discourse, decisions, and actions, but also the way these same contradictions are managed. This last aspect will be the focus of this research on managerial hypocrisy. This research aims to understand how managerial hypocrisy can constitute a new form of public HRM. Based on action research conducted in 2014 and updated through accounts of practices and interviews, managerial hypocrisy emerges as an alternative model of public HRM: it allows public organizations to function, in the sense that it gives rise to actor strategies leading to shared hypocrisy. The fact remains that this stance proves damaging over time because it is difficult to maintain over long periods, which leads to it becoming a direct source of suffering at work in the long term. Managerial hypocrisy then reveals itself as an alternative form of public HRM, synonymous with HR innovation but pathogenic.
new public management of human resources (NGPRH), managerial hypocrisy, alternative HRM - 2024.
85
NGPRH (new public management of human resources) involves bringing public human resource management closer to human resource management (HRM) in the private sector. In fact, NGPRH is at the heart of multiple, known, and recognized contradictions between individuals, ideas, and actions, but also decisions and actions. However, according to Brunsson (2002; 1993; 1989), organizational hypocrisy concerns the contradictions between discourse, decisions, and actions, but also the way these same contradictions are managed. This last aspect will be the focus of this research on managerial hypocrisy. This research aims to understand how managerial hypocrisy can constitute a new form of public HRM. Based on action research conducted in 2014 and updated through accounts of practices and interviews, managerial hypocrisy emerges as an alternative model of public HRM: it allows public organizations to function, in the sense that it gives rise to actor strategies leading to shared hypocrisy. The fact remains that this stance proves damaging over time because it is difficult to maintain over long periods, which leads to it becoming a direct source of suffering at work in the long term. Managerial hypocrisy then reveals itself as an alternative form of public HRM, synonymous with HR innovation but pathogenic.
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