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The public sector seems to be in the early stages of a profound transition, similar in scale to the transformation of private sector industrial relations in the 1970s and 1980s. This volume analyzes elements in what is variously described as reinventing government, re-engineering the public sector, and instituting performance-based government.
The contributors suggest the new system will be shaped by two main strategies now being followed. One emphasizes improving the efficiency of government through innovative practices and a movement away from the bureaucratic, civil service model. The other stresses cost cutting as an end in itself. While the first strategy offers improved services and a more involved workforce, the implicit goals of the second are often service reduction, downsizing government, privatization of service provision, and reductions in real compensation.
This volume deals with the full scope of public employment relations, including issues of labor adjustment, workplace practices and human resource management policies, as well as alternative dispute resolution procedures and labor-management cooperation in the collective bargaining arena.
Contributors
P. B. BEAUMONT, University of Glasgow
DALE BELMAN, University of Wisconsin, Milwaukee
JOEL CUTCHER-GERSHENFELD, Michigan State University
PETER B. DOERINGER, Boston University
RICHARD B. FREEMAN, Harvard University and London School of Economics
MORLEY GUNDERSON, University of Toronto
ROBERT HEBDON, Cornell University
JOHN S. HEYWOOD, University of Wisconsin, Milwaukee
DOUGLAS HYATT, University of Wisconsin, Milwaukee
LINDA KABOOLIAN, Harvard University
JOHN LUND, University of Wisconsin, Madison
CHERYL L. MARANTO, Marquette University
ANIL VERMA, University of Toronto
MICHAEL WATKINS, Harvard University
AUDREY WATSON, Boston University
Reviews
“Public Sector Employment in a Time of Transition is an important volume of considerable value to scholars and student of human resources, industrial relations, and public management. . . . This book is an encompassing, versatile, and rich treatment of important topics. It is crisp and informative reading, with easy-to-use data and abundant references. The editors are to be commended for a first-rate job of collection and synthesis.”--Industrial and Labor Relations Review
About the Author
Dale Belman is Associate Professor of Economics at the University of Wisconsin, Milwaukee, and a research associate at the Economic Policy Institute. Morley Gunderson is the Director of the Centre for Industrial Relations and Professor of Economics at the University of Toronto. Douglas Hyatt is Assistant Professor of Economics at the University of Wisconsin, Milwaukee, and Coordinator of Centres of Excellence at the Institute for Work and Health, Toronto.
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