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The public sector currently employs around 40 percent of all union members in the United States. Pressures for cost-effective and quality government services have placed new demands on the labor–management relationship. A fluctuating set of expectations about the appropriate responsibilities of government and a shifting political culture are severely testing the ability of the public sector to meet demands for increased accountability and expanded services. Especially in an age of knowledge workers, the traditional division between labor and management regarding leadership and work may no longer be viable.
Going Public examines the forces affecting labor and management and the prospects for adopting service-oriented cooperative relationships as a key strategy for meeting the expanded demands on the public sector.
Robert R. Albright, Rensselaer Polytechnic Institute
Lorenzo Bordogna, University of Milan
Jonathan Brock, University of Washington
John F. Burton Jr., Rutgers University
Adrienne E. Eaton, Rutgers University
Stephen Goldsmith, Harvard University and former mayor, City of Indianapolis
Jeffrey H. Keefe, Rutgers University
Charles Kerchner, Claremont Graduate School
David B. Lipsky, Cornell University
Martin H. Malin, Chicago-Kent College of Law
Marick F. Masters, University of Pittsburgh
Sonia Ospina, New York University
Terry Thomason, University of Rhode Island
Robert M. Tobias, American University and former president, National Treasury Employees Union
Paula B. Voos, Rutgers University
Allon Yaroni, New York University
Reviews
"The contribution of Going Public is in its identification of the source of tensions between the rhetoric and (limited) practice of labour—management co-operation in the United States and the reality of its political and legal barriers."—Bernadine van Gramberg, Victoria University, Journal of Industrial Relations, September 2004
About the Author
Jonathan Brock is Associate Professor of Public Affairs at the University of Washington. He is the author of Managing People in Public Agencies and Bargaining Beyond Impasse: Joint Resolution of Public Sector Labor Disputes. David B. Lipsky is Professor in the School of Industrial and Labor Relations, and Director of the Institute on Conflict Resolution, at Cornell University. He is coeditor of Negotiations and Change: From the Workplace to Society, also from Cornell, and coauthor of Emerging Systems for Managing Workplace Conflict. He is the President-Elect of the Labor and Employment Relations Association (LERA).
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