International Journal of Applied HRM (ISSN: 1742-2604) Volume 1 Issue 2
Local government has experienced a protracted period of debate about the effectiveness and efficiency of its line managers. It was the inability of council managers to deliver cost-efficient services that eventually brought about the introduction of the New Public Management (N.P.M.). With N.P.M. came new forms of organisation within local government where extra responsibilities for human resource management were given to middle managers who had a new autonomy and discretion within these devolved structures.
A concerted effort has been made by local councils, guided by the employer’s organisation for local government, to educate middle-managers in the management techniques required within their new role. Despite this effort there is some doubt that middle-managers in local government have adapted and adopted their new role with all the responsibilities for organisational effectiveness that now lie with them. This study confirmed this view and found that middle managers still require a great deal of support if they are to be transformed into the effective managers they should be.