Employee Relations in the Public Services: Themes and Issues

By Susan Corby; Geoff White | Go to book overview

replacement and improvement of the capital infrastructure and the repayment of finance capital which must be met. But in the context of declining resources for the public services, this means that management can balance the books only by some combination of drastically reducing the number of staff, wages, conditions of employment, the range and quality of services offered and the physical infrastructure used to deliver the services. It means more direct control by management over the work of service professionals and a greater intensification of work effort. It presages increasing conflict between the government and public service workers over jobs, pay and conditions.

References


a" id="
Ascher, K. (1987) The Politics of Privatisation: Contracting out Public Services, Basingstoke: Macmillan.
Association of Health Service Treasurers (1985) Managing Capital Assets in the National Health Service, London: Chartered Institute of Public Finance and Accountancy.

b" id="
Bargaining Report (1990) Compulsory Competitive Tendering: the Effect on Wages and Conditions, pp. 5-11.

c" id="
Chartered Institute of Public Finance and Accountancy, Capital Accounting Steering Group (1989) Capital Accounting in the Local Authorities: the Way Forward, London: CIPFA.
Central Statistical Office (various years) Economic Trends, London: HMSO.
Central Statistical Office (various years) Economic Trends: Annual Supplement, London: HMSO.
Cmnd 2626 (1994) Better Accounting for the Taxpayer’s Money: Resource Accounting and Budgeting in Government, London: HMSO.
Cmnd 2929 (1995) Better Accounting for the Taxpayer’s Money: The Government’s Proposals: Resource Accounting and Budgeting in Government, Report by the Comptroller and Auditor General, HC Session 1994-95, London: HMSO.
Cmnd 8616 (1982) Efficiency and Effectiveness in the Civil Service, London: HMSO.
Committee of Vice Chancellors and Principals (1985) Report of the Steering Committee for Efficiency Studies in Universities (the Jarrett report), London: Committee of Vice Chancellors and Principals.
Cutler, T. and Waine B. ( 1994) Managing the Welfare State: The Politics of Public Sector Management, Oxford and Providence RI: Berg.

d" id="
Department of Health (1989) Working for Patients: The Health Service-Caring for the 1990s. (includes the White Paper Cmd 555 and nine working papers), London: HMSO.
Department of Health (1997) The New NHS: Modern, Dependable, Cmd 3807, London: Stationery Office.

e" id="
Efficiency Unit (1988) Improving Management in Government: The Next Steps (the Ibbs report), London: HMSO.
Enthoven, A. C. (1985) Reflections on the Management of the National Health Service: an American looks at Incentives to Efficiency in Health Service Management in the UK, Occasional Paper 5, London: Nuffield Provincial Hospitals Trust.

f" id="
Field, F., Meacher, M. and Pond, C. (1977) To Him who Hath: a Study of Poverty and Taxation, Harmondsworth: Penguin.

g" id="
Griffiths, R. (1983) NHS Management Inquiry, London: DHSS.

-51-

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Employee Relations in the Public Services: Themes and Issues
Table of contents

Table of contents

  • Title Page iii
  • Contents v
  • List of Figures and Tables vii
  • Part I - Introduction 1
  • 1 - From the New Right to New Labour 3
  • Part II - Context 27
  • 2 - The Economic and Financial Context 29
  • References 51
  • 3 - The Legal Context 53
  • Part III - Issues 71
  • 4 - The Remuneration of Public Servants 73
  • References 92
  • 5 - Equal Opportunities 95
  • 6 - Employment Flexibility 114
  • 7 - Tendering and Outsourcing 136
  • 8 - Quality Management 156
  • Part IV - Players 175
  • 9 - Personnel Managers 177
  • References 195
  • 10 - Trade Unions 199
  • References 221
  • Index 225
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