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Expert briefing
Publication date: 17 September 2024

His victory, which was widely expected within Algeria and abroad, represents the final defeat of the Hirak protest movement's call for structural change. Tebboune's first term was…

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DOI: 10.1108/OXAN-DB289682

ISSN: 2633-304X

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Open Access
Article
Publication date: 5 March 2024

Thanduxolo Elford Fana and Jane Goudge

In this paper, the authors examine the strategies used to reduce labour costs in three public hospitals in South Africa, which were effective and why. In the democratic era, after…

Abstract

Purpose

In this paper, the authors examine the strategies used to reduce labour costs in three public hospitals in South Africa, which were effective and why. In the democratic era, after the revelations of large-scale corruption, the authors ask whether their case studies provide lessons for how public service institutions might re-make themselves, under circumstances of austerity.

Design/methodology/approach

A comparative qualitative case study approach, collecting data using a combination of interviews with managers, focus group discussions and interviews with shop stewards and staff was used.

Findings

Management in two hospitals relied on their financial power, divisions between unions and employees' loyalty. They lacked the insight to manage different actors, and their efforts to outsource services and draw on the Extended Public Works Program failed. They failed to support staff when working beyond their scope of practice, reducing employees' willingness to take on extra responsibilities. In the remaining hospital, while previous management had been removed due to protests by the unions, the new CEO provided stability and union–management relations were collaborative. Her legitimate power enabled unions and management to agree on appropriate cost cutting strategies.

Originality/value

Finding an appropriate balance between the new reality of reduced financial resources and the needs of staff and patients, requires competent unions and management, transparency and trust to develop legitimate power; managing in an authoritarian manner, without legitimate power, reduces organisational capacity. Ensuring a fair and orderly process to replace ineffective management is key, while South Africa grows cohorts of competent managers and builds managerial experience.

Details

Journal of Health Organization and Management, vol. 38 no. 9
Type: Research Article
ISSN: 1477-7266

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Executive summary
Publication date: 16 September 2024

HONG KONG: Security optics will deepen concerns

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DOI: 10.1108/OXAN-ES289664

ISSN: 2633-304X

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Abstract

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Collective Action and Civil Society: Disability Advocacy in EU Decision-Making
Type: Book
ISBN: 978-1-83549-531-5

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Social Constructions of Migration in Nigeria and Zimbabwe: Discourse, Rhetoric, and Identity
Type: Book
ISBN: 978-1-83549-169-0

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Abstract

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Hegemonic Masculinity, Caste, and the Body
Type: Book
ISBN: 978-1-80117-362-9

Abstract

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Collective Action and Civil Society: Disability Advocacy in EU Decision-Making
Type: Book
ISBN: 978-1-83549-531-5

Executive summary
Publication date: 16 September 2024

MEXICO: Judicial reform to generate major uncertainty

Details

DOI: 10.1108/OXAN-ES289663

ISSN: 2633-304X

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Executive summary
Publication date: 13 September 2024

ARGENTINA: Rejection of unpopular measures will mount

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DOI: 10.1108/OXAN-ES289626

ISSN: 2633-304X

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Executive summary
Publication date: 13 September 2024

CHINA: Retirement age increase will face pushback

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DOI: 10.1108/OXAN-ES289636

ISSN: 2633-304X

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