- List of Figures
- List of Tables
- List of Contributors
- Texts and Times Mapping the Changing Study of Work and Organizations
- Labor Markets and Flexibility
- Organizations and the Intersection of Work and Family: A Comparative Perspective
- Gender, Race, and the Restructuring of Work: Organizational and Institutional Perspectives
- Skill Formation Systems
- Technology and the Transformation of Work
- Groups, Teams, and the Division of Labor: Interdisciplinary Perspectives on the Organization of Work
- Introduction: Unmanageable Capitalism?
- The Diffusion and Domestication of Managerial Innovations: The Spread of Scientific Management, Quality Circles, and TQM between the United States and Japan
- Managers, Markets, and Ideologies: Design and Devotion Revisited
- Human Resource Management
- Knowledge Management
- Industrial Relations and Work
- Labor Movements and Mobilization
- Resistance, Misbehavior, and Dissent
- Manual Workers: Conflict and Control
- Service Workers in Search of Decent Work
- What we know (And Mostly Don't Know) about Technical Work
- The Changing Nature of Professional Organizations
- Ports and Ladders: The Nature and Relevance of Internal Labor Markets in a Changing World
- Introduction: The Reorganised Economy
- Organizations and Organized Systems: From Direct Control to Flexibility
- Interfirm Relations as Networks
- Changes in the Organization of Public Services and their Effects on Employment Relations
- Understanding Multinational Corporations
- Corporate Restructuring
- Beyond Convergence and Divergence: Explaining Variations in Organizational Practices and Forms
Abstract and Keywords
Few observers would dispute the fact that radical changes have been attempted in the funding and organization of public services in most developed countries. Increasingly the trend is said to be away from ‘outmoded traditional ways of organizing and conducting public business towards up-to-date, state-of-the-art methods and styles’. Such change is thought to have had implications for employment relations. The aim of this article is to present a critical overview of recent debates about the nature and consequences of public sector restructuring. It first describes some of the main characteristics of public service organizations and how these have been largely embedded in national-level institutions and policy traditions. Furthermore, this article analyses the forces that have driven restructuring and looks at how change has been associated with attempts to reshape public services through privatization and management reform.
Robert Hebdon is an Associate Professor of Industrial Relations in the Faculty of Management at McGill University, Montreal, Canada. He started his academic career at Cornell University where he taught collective bargaining for seven years. He has also taught at the Universities of Manitoba and Toronto. His research interests include public sector labor relations and restructuring, collective bargaining, dispute resolution, and industrial conflict. He has published in a wide variety of major journals including the American Economic Review, the Industrial and Labor Relations Review, Relations Industrielles, the Journal of Policy Analysis and Management, the Journal of Collective Negotiations in the Public Sector, the Labor Studies Journal, and the Arbitration Yearbook. email: email@example.com
Ian Kirkpatrick is Professor in Work and Organization at Leeds University Business School and Director of the Leeds Social Science Institute. His research interests are in the effects of new management and employment practices on the role of professionals in public and private services. Ian has published widely in leading journals including, most recently, Public Administration, Work, Employment and Society, and the British Journal of Industrial Relations. He is currently Chair of a Framework 7 European COST Action, focusing on the relationship between medicine and management, and also sub-editor of the British Sociological Association journal, Work, Employment and Society.
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