Industrial relations in Civil Service agencies: transition or transformation?

Corby, Susan

doi:10.1111/1468-2338.00091

Cited by 12 publications

(16 citation statements)

References 6 publications

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“…This case study of the further education sector demonstrates, then, that the reform of bargaining arrangements in the public sector does not necessarily come about as the result of planned change, as has been the case in the civil service for example (Corby, 1998). It also illuminates a weakness of attempts to explain developments in terms of the balance between the strategic choice of managers and a number of given constraints in an overly stylised way.…”

Section: Resultsmentioning

confidence: 82%

“…Developments in the agencies do not, however, reflect genuine managerial choice. As both Corby (1998) and Kessler et al (2000) have argued, the principal catalyst for change there has been the scope for direct intervention enjoyed by the government with its own priorities. How, then, can the erosion of national bargaining in further education be explained?…”

Section: Change and Continuity In Public Sector Industrial Relationsmentioning

confidence: 99%

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Accounting for change in public sector industrial relations: the erosion of national bargaining in further education in England and Wales

Williams¹

2004

Industrial Relations Journal

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The recent transformation of industrial relations in further education in England and Wales is examined, in particular the role of the national 'Silver Book' dispute over lecturers' conditions of service in causing the erosion of national bargaining in the sector. The experience of further education points to the limits of the strategic choice approach as a device for explaining change in public sector industrial relations and to the importance of supplementing it with a perspective that emphasises the role of power.

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Section: Resultsmentioning

confidence: 82%

Section: Change and Continuity In Public Sector Industrial Relationsmentioning

confidence: 99%

Accounting for change in public sector industrial relations: the erosion of national bargaining in further education in England and Wales

Williams¹

2004

Industrial Relations Journal

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“…Only in some parts of the civil service and a few NHS trusts has there been a paradigm shift and studies by Corby and Higham (1996) and Corby (1998) suggest that management values are a significant factor in explaining differences. In short, there is a new paradigm but it does not apply equally across the public services or even within them.…”

Section: Discussionmentioning

confidence: 99%

Employee relations in the public services: a paradigm shift?

Corby

2000

Public Policy and Administration

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Since the early 1980s there has been a reshaping of the public services through contracting out, privatisation, purchaser/provider splits and the private finance initiative, which has resulted in the injection of-market principles or proxies for them and the structural blurring of the public/private sector divide. These structural changes have impacted on employee relations but the key question is in what ways has there been change and what is the extent of change. Has there been transition towards or transformation to a market orientation?According to the Concise Oxford Dictionary a transformation is a metamorphosis, which is a change of form or a change of character. According to Bach (1999a) transformation is purposeful and sustained, while Ferlie et al (1996, p.33) argue that transformational change is multi-dimensional, multi-layered and fundamental. Transformation can be contrasted with transition, where strong elements of continuity persist and the process is incremental and teleological. According to the Concise Oxford Dictionary transition is the process of changing from one set of circumstances to another. It is an interim stage. This article, which draws mainly from the civil service and the National Health Service (NHS) falls into five sections. The first section takes an overall view of the transformation/transition debate in respect of public service employee relations. The second section takes the debate further by breaking down employee relations into specific issues and evaluating the areas where change has taken place. The third section considers whether the process of change is being reversed under the Labour government. The fourth section looks beyond this to within the public services. In the fifth section conclusions are drawn.The argument developed here is that complex and uneven trends can be seen in the changing nature of employee relations both between the different public service organisations themselves and within each public service organisation. Whereas on the whole transformation is a more appropriate term for the civil service, there are variations in the extent of change between civil service executive agencies. Similarly, whereas on the whole transition is a more appropriate term for the National Health Service, there are variations between NHS trusts.

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“…Given the strategic nature of the change in the relationships between buyers and suppliers, cultural change is vital. The importance of culture as a factor influencing successful change has been acknowledged by many (Pettigrew 1985;Johnson 1995;Corby 1998). However, effecting culture change is a mammoth task (Brooks and Bate 1994).…”

Section: Partnership Sourcing and Organization Changementioning

confidence: 99%

Partnership Sourcing: An Organization Change Management Perspective

McIvor

McHugh

2000

J Supply Chain Manag

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SUMMARY This article highlights the organization change implications for organizations that are attempting to develop collaborative relationships with their suppliers. The research focuses on four dimensions of collaborative relations including joint buyer‐supplier cost reduction, supplier involvement in new product development, delivery and logistics management, and core business strategy. A case study is presented which outlines how an organization adopted a strategy that led to extensive outsourcing and the adoption of more collaborative relations with its key suppliers. The pursuit of this strategy has acted as a stimulus for change within the organization. The article identifies a number of issues that must be addressed, including the adoption of an integrated approach to the management of strategic change, the pivotal role of senior managers as facilitators of this change, and the involvement of those most affected by the movement toward more collaborative buyer‐supplier relationships.

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Industrial relations in Civil Service agencies: transition or transformation?

Cited by 12 publications

References 6 publications

Accounting for change in public sector industrial relations: the erosion of national bargaining in further education in England and Wales

Accounting for change in public sector industrial relations: the erosion of national bargaining in further education in England and Wales

Employee relations in the public services: a paradigm shift?

Partnership Sourcing: An Organization Change Management Perspective

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