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Journal articles on the topic 'Public service bargains'

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Author: Grafiati

Published: 10 December 2022

Last updated: 29 January 2023

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1

Lodge, Martin. "Public Service Bargains, New Public Management und Variationen in Verwaltungsreformen." dms – der moderne staat – Zeitschrift für Public Policy, Recht und Management 2, no. 1 (May 10, 2009): 37–52. http://dx.doi.org/10.3224/dms.v2i1.03.

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Über die Auswirkungen des sogenannten New Public Managements auf das Personal des öffentlichen Sektors ist bereits vieles gesagt worden. In diesem Beitrag wird in diesem Zusammenhang die „Public Service Bargain“-Perspektive verwendet, welche die Bedeutung von gegenseitigen Erwartungen und Verpflichtungen zwischen öffentlichem Personal und dem gesamten politischen System in den Mittelpunkt rückt. Aus dieser Sichtweise werden die etablierten Kernaussagen zum deutsch-britischen Reformvergleich mit dem Ergebnis überprüft, dass viele bisherige Stereotype revidiert werden müssen. Dabei geht der Beitrag in vier Schritten vor: Erstens werden die überlieferten Sichtweisen zu den deutschen und britischen Reformerfahrungen im Bereich des öffentlichen Dienstes dargestellt. Zweitens wird die Perspektive der Public Service Bargains präsentiert, bevor sich, drittens, eine vergleichende Analyse der beiden Staaten anschließt. Auf diese Ergebnisse gegründet, wird abschließend der Mehrwert dieser Perspektive erörtert, den die Public Service Bargains für das Verständnis aktuelle Reformen und künftiger Entwicklungen beitragen.

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2

Steen, Trui, and Frits Van der Meer. "Public service bargains in Dutch top civil service." Public Policy and Administration 26, no. 2 (March 11, 2011): 209–32. http://dx.doi.org/10.1177/0952076710380766.

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3

Hondeghem, Annie. "Changing public service bargains for top officials." Public Policy and Administration 26, no. 2 (April 2011): 159–65. http://dx.doi.org/10.1177/0952076710387039.

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4

Rattus, Reelika, and Tiina Randma-Liiv. "Leaving the Senior Civil Service – public service bargain and beyond: The case of Estonia." Public Policy and Administration 34, no. 4 (October 30, 2018): 453–74. http://dx.doi.org/10.1177/0952076718804862.

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The article explores why apolitical public sector managers decide to or are forced to leave the civil service in the example of the Estonian Senior Civil Service. The article shows that the concept of public service bargain can help to understand and systematise the causes of leaving the Senior Civil Service. It is particularly useful in distinguishing between voluntary and involuntary turnover and in linking the turnover with political–administrative relations and loyalty issues. Since public service bargain does not specifically focus on voluntary exit, other approaches known from management literature are relevant for the operationalisation of voluntary turnover and complementing the public service bargain-based model for researching turnover of top executives. The empirical study maps the people who left the Estonian Senior Civil Service in 2009–2013 and analyses and systematises various causes of their departure on the basis of semi-structured interviews (70% response rate). The empirical study shows that the turnover of top executives can be considerable even without much direct political influence. It is found that job insecurity combined with the domination of individual unwritten public service bargains tends to lead to ambiguity in the perception of the roles of top executives, which in turn causes conflicts and dissatisfaction, materialising in high voluntary turnover.

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5

Burns, John P., Li Wei, and B. Guy Peters. "Changing governance structures and the evolution of Public Service Bargains in Hong Kong." International Review of Administrative Sciences 79, no. 1 (March 2013): 131–48. http://dx.doi.org/10.1177/0020852312467614.

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The perspective of Public Service Bargains has been used to analyze the relationships between politicians and senior civil servants based on the premise of stable expectations about the roles of both parties. Changing governance arrangements and leadership changes, however, may destabilize and increase ambiguity about these expectations. Hong Kong provides a case of changing governance arrangements that has destabilized the roles of senior civil servants, providing them with new opportunities to slide back and forth between administrative and political roles. We discuss the case of Hong Kong, analyzing the move from a colonial trustee-type bargain to an agency-type bargain. The case study provides new insights into the applicability of the PSB concept in conditions of changing governance arrangements and unstable political and administrative roles. Points for practitioners The roles of politicians and civil servants may be less stable than is sometimes assumed. Changing governance structures may also upset these relationships, leading to contests for power and instability.

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6

Christensen, Johan. "Representative bureaucracy, international organizations and public service bargains." Public Administration 98, no. 2 (November 10, 2019): 408–23. http://dx.doi.org/10.1111/padm.12625.

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7

Balle Hansen, Morten, and Heidi Houlberg Salomonsen. "The Public Service Bargains of Danish Permanent Secretaries." Public Policy and Administration 26, no. 2 (March 11, 2011): 189–208. http://dx.doi.org/10.1177/0952076710380767.

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8

Hood, C. "Paradoxes of public-sector managerialism, old public management and public service bargains." International Public Management Journal 3, no. 1 (2000): 1–22. http://dx.doi.org/10.1016/s1096-7494(00)00032-5.

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9

Halligan, John. "The evolution of Public Service Bargains of Australian senior public servants." International Review of Administrative Sciences 79, no. 1 (March 2013): 111–29. http://dx.doi.org/10.1177/0020852312464935.

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The agreements between the Australian senior public service and the political executive have undergone several shifts during the reform era of the last thirty years. These have involved fundamental redefinitions of the role, responsibilities, identity and autonomy of the senior public servant.There has been a succession of challenges to the relationship focusing on the role and status of the public service on the one hand and the behaviour and resources of the political executive on the other. Over time the trend has been towards strengthening the political executive, but punctuated by debates about issues that slowed the rate of change and contained political pressures on the public service. This process has produced clarifications of central aspects of the relationship and a clearer articulation of the range of roles provided by departmental secretaries. The article examines the evolution of public service bargains centred on the changing roles of the secretaries of departments of state, and analyses the implications of the changing relationship for the role and functioning of the public service in governance and public policy. Points for practitioners The article addresses how the roles of departmental secretaries in Australia have varied in significance during the reform era. A new arrangement has now emerged which clearly articulates the roles and codifies them. One of the roles, stewardship, recognizes that secretaries have a part to play independently of ministers.

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10

Abadi, Abdul Muein. "Kleptocracy and Foreign Loan Decision-Making Process: Insights From Malaysia's Deals and Renegotiations With China." Journal of Current Southeast Asian Affairs 41, no. 1 (December 21, 2021): 135–58. http://dx.doi.org/10.1177/18681034211058470.

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One the largest cases of kleptocracy is attributed to the 1Malaysia Development Berhad (1MDB) scandal involving the former Malaysian Prime Minister, Najib Razak. As a result of the pressure to pay the debt, Najib signed multiple inflated infrastructure loans from China in 2016. This study analyses the manipulation of Public Service Bargains as a critical variable influencing the foreign loan decision-making of the kleptocrat leader. It concludes that Najib's manipulation strategies transformed the established Trustee-type to kleptocratic-type bargains in Malaysia's foreign loan decision-making process. The post-Najib's restoration of Trustee-type bargains under the new Malaysian government, followed by a series of successful renegotiations with China, attest to the significance of the Public Service Bargains system on the foreign loan decision-making process. This analysis also contributes to the wider discussion on the critical side of China's Belt and Road Initiative amidst a global call for good governance.

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11

Hood, C. "Control, Bargains, and Cheating: The Politics of Public-Service Reform." Journal of Public Administration Research and Theory 12, no. 3 (July 1, 2002): 309–32. http://dx.doi.org/10.1093/oxfordjournals.jpart.a003536.

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12

Bourgault, Jacques, and Karolien Van Dorpe. "Managerial reforms, Public Service Bargains and top civil servant identity." International Review of Administrative Sciences 79, no. 1 (March 2013): 49–70. http://dx.doi.org/10.1177/0020852312467739.

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In the past couple of decades, a wide range of managerial reforms have been witnessed in many OECD countries. These reforms may have significantly affected the identity of top civil servants. This change in identity may, in turn, have an impact on the performance of top officials, their roles, their views, their relations with political personnel and their expected competencies. Within a sample of countries (Belgium, Canada, Denmark, and the Netherlands) we explore these reforms, the changes that have occurred in top officials’ identity (personal, role and social) with document analysis and a series of interviews. We conclude that in all cases, regardless of the goals or the intensity of the reforms, there is now more individualization, more mobility, fixed-term contracts and more accountability. We did not find a full-blown managerial or any unambiguous evolution towards a pure managerial identity. Points for practitioners Managerial reforms certainly affect the relationships between politicians and top civil servants. Role perceptions of top civil servants are, depending on the context, more resistant to change than expected. Despite the omnipresent managerial discourse, the role of policy advisor remains very important. Corporate management designs tend to facilitate corporate identification, the type of employment relationship, contract and level of goals, thus affecting the social identity of top civil servants.

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13

Hondeghem, Annie, and Trui Steen. "Evolving public service bargains for top officials: some international comparisons." International Review of Administrative Sciences 79, no. 1 (March 2013): 3–8. http://dx.doi.org/10.1177/0020852313480779.

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14

de Visscher, Christian, and Heidi Houlberg Salomonsen. "Explaining differences in ministerial ménages à trois: multiple bargains in Belgium and Denmark." International Review of Administrative Sciences 79, no. 1 (March 2013): 71–90. http://dx.doi.org/10.1177/0020852312467615.

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While special advisers play an important role in most Western governments, the research on the subject is limited. This article aims to explain variations in the ménage à trois relationships between ministers, senior civil servants and special advisers in two different politico-administrative systems. The theoretical starting point is to conceptualize and explain such trilateral relationships as multiple Public Service Bargains. We find that the differences in Public Service Bargains generate differences in these ménages à trois relationships, resulting in different types of functional differentiation as well as differences in the degree of cooperation vis-à-vis conflict. These differences are primarily the result of differences in the interests as well as formal, institutional rules and the competencies of the actors involved. The empirical data include documents as well as interviews with and questionnaires completed by senior civil servants. The countries compared are Belgium and Denmark. Points for practitioners Our study confirms that it is important for a ‘ménage à trois’ (ministers, special advisers, SCSs) ‘… to spell out the terms of the bargain applying to political advisers (…)’ ( Hood and Lodge, 2006 : 128) in order to regulate the relationship between special advisers and SCSs and avoid potential conflicts among them. In addition, the study shows that the number of political appointments plays a role in the relationship. Finally, the study shows that clear differences in the competencies brought to the bargain by the two types of agent may ensure cooperation and mutual respect, whereas an overlapping of competencies may cause rivalry.

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15

SALOMONSEN, HEIDI HOULBERG, and TIM KNUDSEN. "CHANGES IN PUBLIC SERVICE BARGAINS: MINISTERS AND CIVIL SERVANTS IN DENMARK." Public Administration 89, no. 3 (April 26, 2011): 1015–35. http://dx.doi.org/10.1111/j.1467-9299.2011.01925.x.

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16

van der Meer, Frits M., Caspar F. van den Berg, and Gerrit SA Dijkstra. "Rethinking the ‘Public Service Bargain’: the changing (legal) position of civil servants in Europe." International Review of Administrative Sciences 79, no. 1 (March 2013): 91–109. http://dx.doi.org/10.1177/0020852312467548.

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It can be argued that because of the rise of New Public Management and the growing dominance of labor law and HRM practices, the so-called ‘traditional’ public law formulation of the position of civil servants has come under pressure in a number of Western European countries in recent decades and have shaken the ‘bargain’ agreed between the political and administrative leaders since the Second World War. By contrast, in Central and Eastern Europe and Britain, new Weberian-type civil service legislation has been introduced. In this analysis, we examine both apparent opposites from a public sector bargains perspective and find that European countries are at a crossroads in their reflection on the ‘bargain’. Points for practitioners For practitioners in this field two considerations are important to note. The first is that while the discussion about the (legal) position of civil servants within their political-administrative system may seem to be a national debate, in essence it forms part of a more general debate that is conducted all across Europe. The second is that both theoretically and empirically, two dimensions of the bargain have to be distinguished, namely on the one hand the material labor conditions (pay, job protection, etc.) and on the other hand the values of bureaucracy (impartiality, integrity, loyalty, etc.). As our empirical analysis shows, these two dimensions have become increasingly independent from each other in the discussions and reforms in various countries over recent decades. In other words, managerial reforms in terms of material labor conditions have in practice been paired with the renewed emphasis on Weberian values of bureaucracy. Whether this decoupling is sustainable from a policy point of view in the long run (i.e. whether Weberian-style labor conditions are or are not conditional for high levels of Weberian values of bureaucracy), remains to be seen.

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17

Elston, Thomas. "Conflict between Explicit and Tacit Public Service Bargains in U.K. Executive Agencies." Governance 30, no. 1 (February 5, 2016): 85–104. http://dx.doi.org/10.1111/gove.12191.

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18

LODGE, MARTIN, and CHRISTOPHER HOOD. "Into an Age of Multiple Austerities? Public Management and Public Service Bargains across OECD Countries." Governance 25, no. 1 (December 27, 2011): 79–101. http://dx.doi.org/10.1111/j.1468-0491.2011.01557.x.

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19

Hansen, Morten Balle, Trui Steen, and Marsha de Jong. "New Public Management, Public Service Bargains and the challenges of interdepartmental coordination: a comparative analysis of top civil servants in state administration." International Review of Administrative Sciences 79, no. 1 (March 2013): 29–48. http://dx.doi.org/10.1177/0020852312467550.

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In this article we are interested in how the coordinating role of top civil servants is related to the argument that country-level differences in the adoption of New Public Management significantly alter the Public Service Bargains of top civil servants and consequently their capacity to accomplish interdepartmental coordination. A managerial PSB limits top civil servants’ role in interdepartmental coordination, as their focus will be on achieving goals set for their specific departments, rather than for the central government as a collective. We test our argument with empirical insights from a comparative analysis of five countries: Belgium, Canada, Denmark, the Netherlands and the United Kingdom. We find that our argument is only partly valid and discuss the theoretical and empirical implications of the analysis. Points for practitioners Alongside the introduction of New Public Management, the relationships between ministers and their top civil servants in state administration have evolved. At the same time, societal issues are getting more complex and demand a holistic, cross-sector approach. The concept of a managerial Public Service Bargain is used to analyze changes in top civil servants’ role and the impact of reforms on the capacity of top civil servants to accomplish interdepartmental coordination. Practitioners can learn more about the close link between challenges for interdepartmental coordination and changes in the role and functioning of top civil servants.

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20

Shaw, Richard, and Chris Eichbaum. "Politicians, political advisers and the vocabulary of public service bargains: Speaking in tongues?" Public Administration 95, no. 2 (September 21, 2016): 312–26. http://dx.doi.org/10.1111/padm.12281.

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21

Nigro, Lloyd G. "Public Service Bargains and Radical Civil Service Reform in the United States: A Great American Turkey Race?" Public Administration Review 68, no. 1 (January 7, 2008): 191–92. http://dx.doi.org/10.1111/j.1540-6210.2007.00850.x.

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22

Bourgault, Jacques, and Karolien Van Dorpe. "Les réformes managériales, les marchés bureaucratiques (public service bargains) et l'identité des hauts fonctionnaires." Revue Internationale des Sciences Administratives 79, no. 1 (2013): 53. http://dx.doi.org/10.3917/risa.791.0053.

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23

Mabbett, Deborah. "THE POLITICS OF PUBLIC SERVICE BARGAINS: REWARD, COMPETENCY, LOYALTY ? AND BLAME - by Christopher Hood and Martin Lodge." Public Administration 85, no. 2 (June 2007): 563–65. http://dx.doi.org/10.1111/j.1467-9299.2007.00656_11.x.

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24

Mikkelsen, Kim Sass. "Old habits die hard, sometimes: history and civil service politicization in Europe." International Review of Administrative Sciences 84, no. 4 (September 5, 2016): 803–19. http://dx.doi.org/10.1177/0020852316652487.

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This article examines relationships between historical administrative systems and civil service politicization across Europe. I argue that to appreciate when and how history matters, we need to consider public service bargains struck between politicians and senior bureaucrats. Doing so complicates the relationship between historical and current administrative systems: a bureaucratic, as opposed to patrimonial, 18th-century state infrastructure is necessary for the depoliticization of ministerial bureaucracies in present-day Western Europe. However, the relationship does not hold in East-Central Europe since administrative histories are tumultuous and fractured. Combining data from across the European continent, I provide evidence in support of these propositions. Points for practitioners This article addresses policymakers dealing with reforms of personnel policy regimes at the centre of government. It considers the importance of history for politically attractive reforms, as well as the limits of this importance. I argue that 18th-century state infrastructures shape the extent to which political appointments are politically attractive tools for administrative control. I show that only in countries that feature a bureaucratic, as opposed to patrimonial, 18th-century infrastructure are ministerial top management occupied by a permanent, as opposed to politically appointed, staff. However, in East-Central Europe, a ruptured administrative history ensures that the distant past does not similarly shape the extent of political appointments.

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25

Bourgault, Jacques. "Canada’s Senior Public Service and the Typology of Bargains: from the Hierarchy of Senior Civil Servants to A Community of ‘‘Controlled’’ Entrepreneurs." Public Policy and Administration 26, no. 2 (March 7, 2011): 253–75. http://dx.doi.org/10.1177/0952076710391517.

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26

Eichbaum, Chris. "The politics of public service bargains: reward, competency, loyalty—and blame. Edited by Christopher Hood and Martin Lodge Oxford University Press Oxford, 240 pages, 2006; ISBN 0-19-926967-X." Journal of Public Affairs 7, no. 4 (2007): 407–11. http://dx.doi.org/10.1002/pa.279.

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27

Colley, Linda, Shelley Woods, and Brian Head. "Pandemic effects on public service employment in Australia." Economic and Labour Relations Review 33, no. 1 (December 3, 2021): 56–79. http://dx.doi.org/10.1177/10353046211056093.

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The COVID-19 pandemic is sending shockwaves through communities and economies, and public servants have risen to the novel policy challenges in uncharted waters. This crisis comes on top of considerable turmoil for public services in recent decades, with public management reforms followed by the global financial crisis (GFC) leading to considerable change to public sector employment relations and a deprivileging of public servants. The research adopts the lens of the ‘public service bargain’ to examine the effects of the pandemic across Australian public services. How did Australian public service jurisdictions approach public employment in 2020, across senior and other cohorts of employees? How did this pandemic response compare to each jurisdictions’ response to the GFC a decade earlier? The research also reflects more broadly of the impact on public sector employment relations and to what extent pandemic responses have altered concepts of the diminished public service bargain or the notion of governments as model employers? JEL Codes J45

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28

Koranteng, Roger Oppong. "The politics of public service bargains: reward, competency, loyalty and blame. edited by Christopher Hood and Martin Lodge. Oxford University Press, New York, 01/06/2006, 224pp., ISBN 0-19-926967-X (0-19-926967-9)." Public Administration and Development 27, no. 1 (2007): 93. http://dx.doi.org/10.1002/pad.439.

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29

Pesti, Cerlin, and Tiina Randma-Liiv. "Towards a Managerial Public Service Bargain: The Estonian Civil Service Reform." NISPAcee Journal of Public Administration and Policy 11, no. 1 (June 1, 2018): 135–54. http://dx.doi.org/10.2478/nispa-2018-0006.

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Abstract The aim of this article is to explore and explain the 2012 civil service reform in Estonia. The study builds on the concept of public service bargain, which facilitates the operationalization of changes in the civil service system. Although public service bargain has attracted a lot of interest of public administration scholars, it has not been previously applied in the civil service research in Central and Eastern Europe. The theoretical part synthesizes previous literature on typologies of public service bargain, thus elaborating an analytical framework for the empirical study. The empirical study addresses the following research question: did the civil service reform change the public service bargain in Estonia and if so, how ? The empirical research was carried out by relying on desk research, secondary literature on Estonian administrative reforms and participant observation. The study builds partly on the materials collected for the EUPACK case study on Estonia. The analysis shows that the civil service reform brought along changes in all three components of public service bargain: reward, competency and loyalty, although the agency-type bargain was retained. The shift towards the managerial public service bargain is evidenced in the greater emphasis on flexibility in employment relations, the use of fixed-term contracts, increased private-sector-style practices at all levels of the civil service, an emphasis on performance management, and the reduction of job security. Despite the widespread criticism of NPM, the Estonian civil service reform presents a “textbook case” of managerial NPM-oriented reform. It is argued that substantially diminished rewards may contribute to a vicious circle of temporary civil servants, including problems with recruiting new officials and a further increase in their turnover, ultimately leading to a “temporary state”. The loyalty of civil servants may in turn shift towards instrumental, short-term and easily influenced or changing loyalty, thus challenging the fundamental values of democratic governance.

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30

Massey, Andrew. "Book Reviews: Christopher Hood and Martin Lodge (2006) The Politics of Public Service Bargains: Reward, Competency, Loyalty — and Blame Oxford: Oxford University Press, 1SBN 0—19—926967—9 (hbk) £45. Barry J. O'Toole (2006) The Ideal of Public Service: Reflections on the Higher Civil Service in Britain Abingdon: Routledge, ISBN 0—714—654825 (hbk) £60." Public Policy and Administration 22, no. 2 (April 2007): 259–64. http://dx.doi.org/10.1177/0952076707075912.

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31

Colley, Linda. "Employment Security in Public Services: A Political and Industrial Contest Over the Institutionalization of Employment Security in the Queensland Public Service." Public Personnel Management 48, no. 4 (May 29, 2019): 608–26. http://dx.doi.org/10.1177/0091026019851530.

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Public sector employment security is a central tenet of the public service bargain in many countries to provide continuity beyond an electoral cycle and support frank and fearless advice. Employment security was often an implicit condition, diluted by rounds of public management reform and the global financial crisis (GFC), but retained in some form. Following reforms and downsizing in the 1990s in the Australian state of Queensland, unions redressed the implicit nature of employment security by institutionalizing it in formal policies, enforceable regulations, and collective agreements. The research focuses on policy changes under a government with a large electoral majority that was prepared to breach its electoral commitments, and the institutional arrangements in these employment policies and collective agreements. It highlights the power of government as both employer and legislator, and the potential fragility of the public service bargain when a government has the will to exercise that power.

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Aggarwal, Arjun P. "Adjudication of Grievances in Public Service of Canada." Relations industrielles 28, no. 3 (April 12, 2005): 497–549. http://dx.doi.org/10.7202/028418ar.

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Employer-employee relations in the Federal Public Service of Canada entered a new era with the proclamation on March 13, 1967, of three Acts— The Public Service Staff Relations Act ; The Public Service Employment Act ; and anAct to Amend the Financial Administration Act. The employees have been guaranteed the right to organize, the right to bargain, the right to strike and the right to get grievances adjudicated by an independent tribunal. The statutory right to grieve and get the grievances adjudicated have provided to the federal public employees a sense of justice and « fairplay ». The adjudication system has made the private sector of industrial jurisprudence applicable to the federal public services with a remarkable success. This article deals with the function and operation of the statutory Grievance Process and Adjudication.

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33

Althaus, Catherine, and Thea Vakil. "Political transitions: Opportunities to renegotiate the public service bargain." Canadian Public Administration 56, no. 3 (September 2013): 478–90. http://dx.doi.org/10.1111/capa.12031.

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34

Heery, Edmund. "A Return to Contract? Performance Related Pay in a Public Service." Work, Employment and Society 12, no. 1 (March 1998): 73–95. http://dx.doi.org/10.1177/0950017098121004.

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Performance related pay (PRP) schemes, which link salary to the results of an individual performance assessment, have spread rapidly through the public services in recent years and are often regarded as indicators of a fundamental shift in the employment relationship. This article tests the latter claim by considering evidence on the purposes and effects of PRP in local government. It seeks to determine whether PRP represents a `return to contract' in public service employment, characterised by a precise specification and monitoring of the wage-work bargain by management. The conclusion is that, while some aspects of PRP conform to the contractual model others do not and the study attests to the ability of public sector organisations to absorb, deflect and modify new management techniques transposed from the private sector.

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35

De Visscher, Christian, Annie Hondeghem, Caroline Montuelle, and Karolien Van Dorpe. "The changing Public Service Bargain in the federal administration in Belgium." Public Policy and Administration 26, no. 2 (March 10, 2011): 167–88. http://dx.doi.org/10.1177/0952076710381417.

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36

Yilmaz, Volkan. "Changing Origins of Inequalities in Access to Health Care Services in Turkey: From Occupational Status to Income." New Perspectives on Turkey 48 (2013): 55–77. http://dx.doi.org/10.1017/s0896634600001886.

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AbstractHealth care reforms have always been critical political arenas within which the parameters of citizens' access to health care services and thus the new terms of social bargain that backs social policies are negotiated. Despite the relative success of Turkey in establishing public health insurance schemes and developing a public capacity for health care service delivery since the late 1940s, Turkey's health care system has largely failed to institute equality of access to health care services. With the promise of abolishing the inequalities, the ruling Justice and Development Party (AKP) launched Turkey's Health Transformation Program in 2003. Since then, Turkey's health care system has been undergoing a significant transformation. On the one hand, with the unification of all public health insurance schemes under a compulsory universal health insurance scheme and the equalization of benefit packages for all publicly insured, the program has succeeded in abolishing the occupational status-based inequalities in access to health care services. On the other, this article suggests that the program has changed the main origin of inequalities in service access from occupational status to income. As the country suffers from an uneven distribution of income, it is argued that these incomebased inequalities in access pose a significant threat to the realization of the social citizenship ideal in Turkey.

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37

Carabetta, Giuseppe. "International Labour Law Standards Concerning Collective Bargaining in Public Essential Services." Deakin Law Review 19, no. 2 (December 29, 2014): 275. http://dx.doi.org/10.21153/dlr2014vol19no2art434.

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Labour standards adopted under the auspices of the ILO constitute the principal international influences on public sector collective bargaining; it is those standards that are the subject of this article. Focusing on the position of essential public sector employees, ILO principles concerning collective bargaining, dispute settlement and the right of workers to withdraw their services as part of bargaining are examined. Particular attention is devoted to the application of ILO standards to essential public sector employees and police officers; and the extent to which Australian law complies with these standards. The ILO supervisory bodies have acknowledged that restrictions on the general right of workers to collectively bargain and to strike can be justified in the case of essential public employees, but only on a minimal or proportional analysis. The ILO has also emphasised that any restrictions on the right to strike must be compensated by adequate, impartial and speedy conciliation and arbitration processes. It is shown, however, that with respect to essential public employees and police officers operating under the Fair Work Act 2009 (Cth), Australian law falls short on both of these scores, with a resultant uncertainty regarding the right of these workers to bargain collectively.

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Motshegwa, Baakile. "Unionizing the Police Service: The Case of Botswana Police Service." International Journal of Human Resource Studies 3, no. 4 (October 24, 2013): 63. http://dx.doi.org/10.5296/ijhrs.v3i4.4448.

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Police labour relations in Botswana have been on the spotlight in recent years in Botswana. Whilst government in their Labour Policies appreciates the need for collective arrangements by employees to bargain for their conditions of service, the same favour has not been extended to the Police. It is always an issue for investigation why the Police find themselves managed by their own special Acts that explicitly prohibit them from organizing themselves for collective bargaining. This paper analyses unionization with regards to the Botswana Police Service. Whereas unionization is internationally recognized, the Police in Botswana find themselves prohibited from such action. The Trade Unions and Employers’ Organisations Act, the Public Service Act and the Police Act are analysed in order to find harmony amongst these pieces of legislation. It also draws lessons from other Police Services in Southern Africa to get an international experience.

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Colley, Linda. "Reshaping the public service bargain in Queensland 2009–2014: Responding to austerity?" Economic and Labour Relations Review 27, no. 1 (February 16, 2016): 81–97. http://dx.doi.org/10.1177/1035304616631421.

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Van Dorpe, Karolien, and Sylvia Horton. "The Public Service Bargain in the United Kingdom: The Whitehall Model in Decline?" Public Policy and Administration 26, no. 2 (March 10, 2011): 233–52. http://dx.doi.org/10.1177/0952076710391518.

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Hondeghem, Annie, and Karolien Van Dorpe. "Performance management systems for senior civil servants: how strong is the managerial public service bargain?" International Review of Administrative Sciences 79, no. 1 (March 2013): 9–27. http://dx.doi.org/10.1177/0020852312467549.

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During the past couple of decades we have witnessed important reforms in the public sector in OECD countries. Various forms of performance management systems have been introduced. This had an impact on the role and position of senior civil servants. The traditional public service bargain (PSB) came under pressure and was replaced by – at least partially – a managerial PSB. This article looks at the performance management systems that have been introduced for senior civil servants in five countries (Canada, the UK, the Netherlands, Denmark, and Belgium) and their impact on the managerial PSB. When there is strong result-based control in the different phases of the performance management cycle, we assume a strong managerial PSB. The finding is that the Anglo-Saxon countries have stronger result-based control systems than the European continental countries. Therefore we conclude that in the former countries the managerial PSBs are stronger than in the latter countries. Points for practitioners Performance management systems for senior civil servants show a different degree of result-based control. Following the four steps in a control process (plan, do, check, act) we can divide the performance management cycle into four phases: planning, monitoring, evaluation, and acting. When there is strong result-based control in each stage, we can speak of a strong managerial public service bargain (PSB). When there is moderate or weak result-based control, there is a moderate or weak managerial PSB, respectively. Each country can make its own choices regarding the performance management system for senior civil servants, but one must be aware that this has an impact on political-administrative relations.

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Flinders, Matthew. "The Politics of Public–Private Partnerships." British Journal of Politics and International Relations 7, no. 2 (May 2005): 215–39. http://dx.doi.org/10.1111/j.1467-856x.2004.00161.x.

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Since 1 May 1997 the Labour government in the United Kingdom has implemented a number of public–private partnerships (PPPs) as a central tool of governance within their wider modernisation agenda. To date, the introduction of PPPs has largely been evaluated through conceptual lenses that emphasise either the administrative, managerial, financial or technical dimensions of this reform strategy. This article seeks to complement this wider literature by arguing that PPPs raise a host of political issues and tensions that have largely been overlooked. Five specific themes are set out in order to provide a framework or organising perspective. These are: efficiency; risk; complexity; accountability; and governance and the future of state projects. The main conclusion of the article is that PPPs represent a Faustian bargain in that forms of PPP may deliver efficiency gains and service improvements in some policy areas but these benefits may involve substantial political and democratic costs.

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HOOD, CHRISTOPHER, and MARTIN LODGE. "From Sir Humphrey to Sir Nigel: What Future for the Public Service Bargain after Blairworld?" Political Quarterly 77, no. 3 (July 2006): 360–68. http://dx.doi.org/10.1111/j.1467-923x.2006.00807.x.

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Ji, Shou Wen, Qian Feng, Yu Zheng Wang, and Xue Song Wang. "The Research on Pricing Customizing Services of Logistics Information Platform." Advanced Materials Research 774-776 (September 2013): 2004–7. http://dx.doi.org/10.4028/www.scientific.net/amr.774-776.2004.

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In recent years, the rapid development of logistics has become the driving force of the construction of Logistics Information Platforms, nevertheless, most of which are still underdeveloped, especially the charging and pricing mechanism of the platform is inadequate. Based on the bargain method of the game theory, this essay will build a pricing model and conduct a three-round bargaining reverse regression calculation towards logistics software customized services, resulting in its optimal pricing strategy. Taking National Transport Logistics Public Information Platform as the analyzing example, this essay provides theoretical support for the optimal pricing strategy of logistics software customized services.

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MacCarthaigh, Muiris, and Niamh Hardiman. "Exploiting conditionality: EU and international actors and post-NPM reform in Ireland." Public Policy and Administration 35, no. 2 (April 10, 2019): 179–200. http://dx.doi.org/10.1177/0952076718796548.

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Between 2008 and 2015, Ireland undertook unprecedented and systemic public sector reforms in a polity not traditionally considered a prominent reformer. While some of these reforms comprised part of the loan programme agreement with EU and international actors, many others did not. This article argues that the crisis in Ireland provided a window of opportunity to introduce reforms that political and administrative elites had previously found difficult to implement. The authority of the Troika was invoked to provide legitimacy for controversial initiatives, yet some of the reforms went further than the loan programme strictly required. A number of these concerning organisational rationalisation, the public service ‘bargain’ and transversal policy coordination are considered here. Agreements were negotiated with public sector unions that facilitated sharp cuts in pay and conditions, reducing the potential for opposition to change. The reform effort was further legitimated by the reformers’ post-New Public Management, whole-of-government discourse, which situated considerations of effectiveness and efficiency in a broader framework of public service quality and delivery.

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L., J. F. "NATION'S DOCTOR—SURGEON GENERAL." Pediatrics 93, no. 4 (April 1, 1994): 655. http://dx.doi.org/10.1542/peds.93.4.655.

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The office of Surgeon General has off and on been slated for termination. But that was before Ronald Reagan's Surgeon General, the patriarchal, independent-minded C. Everett Koop, emerged from obscurity to become the telegenic evangelist of the AIDS crisis. Tolerated by the Reagan White House as a bargain-priced diversion from its own lassitude on AIDS, Koop demonstrated how the office could be used for mass education by a public health champion with a rhetorical flair. In TV parlance, the Surgeon General became the "nation's doctor." Koop's visibility was enhanced when he exercised the long-neglected right of Public Health Service officers to deck themselves out in navy-cut gold-braided uniforms.

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Glied, Sherry. "Health Care Costs: On the Rise Again." Journal of Economic Perspectives 17, no. 2 (May 1, 2003): 125–48. http://dx.doi.org/10.1257/089533003765888476.

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Since 1999, health care costs have been growing faster than national income. This rapid growth has occurred as the ability of private and public purchasers to reduce service utilization and bargain for lower prices has fallen, insurers have recouped lost profits through higher premiums, and new technologies have driven up costs throughout the sector. Private insurance market responses to these rising costs may lead to reductions in the number of people with insurance and to increased fragmentation of the insurance market. Over time, technological change in medicine both increases costs and improves the quality of care. The challenge for public policy is to maintain insurance and some degree of equity in the face of these rising costs.

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Stoleroff, Alan. "The revolution in the public services sector in Portugal: with or without the unions." Transfer: European Review of Labour and Research 13, no. 4 (November 2007): 631–52. http://dx.doi.org/10.1177/102425890701300408.

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Since the onset of the public deficit crisis in 2001–2002, three successive Portuguese governments have promoted a transformation of public sector employment relations with the aim of bringing them into line with the private sector. Given the importance both of employment in the public sector and of public sector unions to the overall labour movement, the outcome of these reforms will have a decisive impact upon industrial relations in Portugal. The Portuguese public sector unions have consistently claimed that the government has presented them with preconceived reform packages, has not bargained and has in fact imposed its concept of the reforms. This article analyses the relationship between the government and the unions in negotiating the reforms, focusing on the degree of conflict involved and the extent to which the reforms have proceeded within the framework of social dialogue.

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Lemay, Lilly, and Marc Yvan Valade. "Le rôle et la pensée stratégiques des gestionnaires publics d’interface : les meilleures pratiques des sous-ministres à l’interface politico-administrative1." Management international 21, no. 3 (October 24, 2018): 115–29. http://dx.doi.org/10.7202/1052769ar.

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Les relations politico-administratives font l’objet de débats dans la littérature entre le principe de la séparation politico-administrative, reconnu tant légalement qu’éthiquement au Québec et au Canada, et un phénomène apparent de politisation administrative et de managérialisation politique qui correspondrait à un new public service bargain. Dans cet article, nous nous intéressons aux meilleures pratiques des sous-ministres face aux enjeux d’interface des relations politico-administratives. L’étude exploratoire met au jour quatre pierres angulaires de la relation politico-administrative et les meilleures pratiques afférentes du sous-ministre qui a un rôle stratégique à jouer quant aux enjeux à l’interface des deux mondes.

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Marsden, David. "The Role of Performance-Related Pay in Renegotiating the "Effort Bargain": the Case of the British Public Service." Industrial and Labor Relations Review 57, no. 3 (April 2004): 350. http://dx.doi.org/10.2307/4126656.

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