Recent studies have identified the importance of a suitable workforce in achieving health care
goals. This paper reports on a study investigating human resource management (HRM) in the
public health sector in Victoria. Using survey methodology we found limited use of strategic
human resource management, although the community health service respondents reported
greater sophistication in HRM than the hospital respondents, particularly in relation to
performance management. We explore possible reasons for these differences, such as the values
of the community health sector, governance and experience with system reform.