Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/321196 
Year of Publication: 
2025
Citation: 
[Journal:] Administrative Sciences [ISSN:] 2076-3387 [Volume:] 15 [Issue:] 2 [Article No.:] 52 [Year:] 2025 [Pages:] 1-18
Publisher: 
MDPI, Basel
Abstract: 
The context for the study reported here is the Australian local government sector, specifically rural and regional councils that operate in isolated and remote areas with limited staffing and resources. Within this sector, 4IR technologies are transforming service delivery, jobs, and skill requirements. The purpose of this study is to examine how public sector organisations operating within a regulated and not-for-profit context and with constraints over HRM choices manage the challenges of the 4IR technologies on their workforce. Information from the study was sourced from semi-structured interviews with council managers and CEOs, independent experts familiar with the sector, and council documents. Triangulation of the information was applied to develop themes linked to workforce management, especially innovative HRM programs that were shaped by the constraints that councils faced in the management of their workforce. The findings indicate that regional and rural councils were able to manage the impact of 4IR technologies on their workforces through programs that drew on internal staff development and inter-council resource sharing.
Subjects: 
Australia
digital transformation
fourth industrial revolution
HRM strategies
innovative HRM practices
local government (LG)
public sector
rural and regional councils
workforce development
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article
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