2004
Volume 28, Issue 4
  • E-ISSN: 1388-1302

Abstract

Abstract NL

De publieke sector vormt het fundament van een goed functionerende samenleving. Een fundament dat steeds meer onder druk staat door een veranderende omgeving en spanningen tussen uiteenlopende doelstellingen en verwachtingen. Om deze complexiteit het hoofd te bieden, zijn drie stappen essentieel: leren kijken door een paradoxale bril, de HRM-toolbox herijken met wat écht werkt in deze complexe realiteit en de verbinding tussen HR, leiderschap en professionals versterken. Strategisch HRM en leiderschap spelen hierin een sleutelrol, maar worden in onderzoek en praktijk vaak afzonderlijk en los van de context benaderd. Dit artikel pleit daarom voor een onderzoeksagenda die juist de samenhang tussen deze dimensies centraal stelt. Deze agenda richt zich op drie samenhangende thema’s: hoe strategisch HRM publieke professionals kan helpen omgaan met tegenstrijdige verwachtingen, hoe HRM en leiderschap elkaar kunnen versterken in het hanteren van spanningen en hoe de regels en structuren van de publieke sector bepalen hoeveel ruimte er is om met paradoxen om te gaan.

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