| Abstract: | Many attempts at modernisation have been launched in public organisations during the last decade, focused on a renewal of HR policies and devices. Via an in‐depth exploration of three case studies in Belgium, this paper develops an analytical framework likely to explain their contrasting performances. Our main hypothesis is that a lack of coherence (a) within the content itself of HRM‐based reforms, (b) between this content and the context in which it is introduced, or (c) the process by which it is implemented, could explain a large part of the problems encountered. The paper also suggests some key recommendations for the management of HRM‐based reforms in the public sphere. |
