This qualitative study provides a critical analysis of the efficacy of the institutional arrangements that govern the management of human resources in Local Government Authorities in Jamaica. The evaluation was done against Goodin’s (1996) ‘goodness of fit model’ and in light of key contemporary HRM practices.

The study found that the ongoing reform of Local Government in Jamaica promised equity and autonomy to Local Government Authorities leading to the delivery of 21^st Century services and ultimately Development. Factors such as culturally institutionalized norms (for example political tribalism and political interference), the country’s fiscal deficit and lack of resources negatively impacted HRM in LGAs. Additionally, it was found that managers within the LGAs were not as privileged as their counterparts in Executive Agencies and selected Ministries within Central Government who were delegated the authority to make critical HR decisions in the wave of specific New Public Management (NPM) reforms, taking place over the last decade.

The paper puts forward a provisional ‘goodness of fit’ model for adoption by LGAs in Jamaica and ends with several recommendations for the reform of the IAs governing HRM practices in Local Government Authorities.

The University of the West Indies
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