Search results

The purpose of this paper is to bring together two separate strands of the literature (politics and industrial relations) on civil service management and reform to enable consideration of the industrial relations implications of these changes.

This paper is conceptual and has no empirical base. The paper is a general review of existing literature on the subject.

The paper identifies the importance of historical legacy in both management and union behaviour in the civil service. By revisiting earlier civil service reforms, the reader is able to gain an understanding of the rationale for much of the current restructuring of the civil service. Additionally, any discussion of trade union behaviour should be located in the context of union tradition and evolution.

In being a general review, the paper does not report empirical evidence but instead provides the background for future research into civil service industrial relations and management.

This paper is the first to provide a systematic review of management restructuring in the civil service whilst at the same time considering union responses. As such, the paper is of interest to academics and practitioners in the areas of both management and politics.

As trade unions have continued to decline in membership and influence across the developed economies, so academic attention has turned to the prospects for renewal and a search for the conditions under which it might plausibly occur (Fairbrother, 2000; Martin & Ross, 1999; Turner, 1999). One leg of this search has been directed towards the changing context which unions face and has resulted in the prescription that unions must change their policies, structures and culture to accommodate a “new workforce” (Cobble, 1994; Heckscher, 1988; Wever, 1998). A second leg has been directed within unions themselves and has been concerned more with the internal processes through which renewal can take place (Fiorito et al., 1995; Hurd, 1998; Pocock, 1998). In the U.K., two distinctive theories of change in trade unions have emerged along this second line of inquiry, one of which, the “rank and file” model, holds that significant change occurs from the bottom-up and requires the mobilisation of members against a conservative leadership (Fairbrother, 1996). The other, the “managerial” model, claims the opposite is true and that renewal is conditional on effective systems of union management and occurs from the top–down (Willman et al., 1993). Both theories are venerable and in Britain their roots can be traced on the one hand to the Webbs and their conviction that effective unions required professional leadership and on the other to the apostles of industrial syndicalism (Fox, 1985, pp. 66, 256–260). They continue to structure debate, however, and the purpose of this article is to provide an empirical examination of each with regard to an issue, which seemingly is critical to the internal renewal of unions, the development of organising activity.

Concentrates on ways of helping employers to keep their workforce up to date and adaptable. Contains precised articles exploring the relationship between employers and the world of education. The final group of precis examines the concept of knowledge management, which can help organizations to exploit their hidden talents.

This paper aims to examine an organisation's enactment of clinical governance through applying and advancing a theoretical model.

The research site was a large organisation within an autonomous jurisdiction. The study focused on one organisational division. There were nine interviews and 15 focus groups (118 participants). Ethnographic observations totalled 60.5 hours. Document analysis was conducted with organisational reports and website. Data were examined against the model's four attributes and 24 elements, and used to conduct an organisational culture analysis.

Analysis showed that a majority of elements, 17 of 24, were strongly identifiable. The remainder were identifiable but not strongly so. Analysis suggested two additions to the model: the inclusion of two elements to an existing attribute and a new attribute and defining elements. This showed that the organisation was working towards, but not yet having achieved, a positive quality and safety culture. In particular, a schism in understanding between managers and frontline staff was noted.

The study empirically applied and refined a health service theory. The new model, the “clinical governance practice model”, can be broadly applied, and can continue to be developed to expand the evidence base for the field.

Substantively, the study accounts for differences in managerial and frontline staff actions in applying clinical governance. Investigations to understand and identify strategies to bridge the differences are required.

The study is an original application and refinement of a health service theory. The study identifies that the interpretation of clinical governance, whilst different in different places, gives rise to similar disagreements.

From time to time we report cases of food being sold under false and misleading descriptions, where the defence claims the consumer is really expecting too much for her money; like Pip, she has “great expectations.” The sale of food and drugs abounds with deceptive descriptions and devices; clever, subtle, attractive and far more extensively practised than in the old days when analysts and inspectors sought out the adulteration of food. Their annual reports contain the more lurid examples, which are but a fraction of the whole. The price of genuine products has risen out of all proportion in recent years and the introduction of artificial and synthetic materials in substitution is regrettably inevitable, but the importation of price into the offence of misdescription is likely to bring to confusion law that is probably more complete than ever before. It is the essence of all false descriptions that they should in fact mislead, but it is garnishing the point to suggest as many a defending counsel and not a few magistrates do, that the price paid must be taken into account in any alleged misdescription; that if it is low for such an expensive commodity as “cream,” then a purchaser should not be deceived into believing she was obtaining genuine cream, even if the name “cream” was being applied. As the County Magistrates at Leicester were recently asked to decide, “Who would expect real cream in a fourpenny cream bun ?” (p. 70). Still less so, if a fancy name such as “Kreem” is used; all this, Section 47, Food and Drugs Act, 1955, notwithstanding. In the case quoted, evidence was called to show that if a shopper requires a cream bun containing real cream, she will ask for a “dairy cream bun” and that the witnesses would only expect to receive the genuine article if they went to a dairy; that when buying cream confectionery from a confectioner's shop, they did not expect to receive anything but imitation cream.

The purpose of this paper is to demonstrate different approaches to effective campaigning in support of the Living Wage and so this paper contributes to the broader debate over the nature of the union movement’s engagement with community groups in pursuit of workplace and social issues.

The paper presents a systematic comparison of a union-led and a community-led campaign, drawing primarily upon interview and survey data.

Though different, both campaigns met with a measure of success in improving employee pay and in increasing union membership suggesting a pragmatic approach to the building of union-community relationships.

The paper shows the need for campaigners to adopt a strategic approach in identifying the target for their campaign, and also the importance of shaping a persuasive argument.

The paper reaffirms the importance of traditional union-led campaigning alongside campaigning through engagement with community groups and so offers a broader framework for exploring the relationships between union and community groups.