Looking for Evidence of Public Employee Opposition to Privatization

Fernández, Sergio; Smith, Craig R.

doi:10.1177/0734371x05281629

Cited by 46 publications

(38 citation statements)

References 51 publications

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“…Third, an interesting finding is the positive, significant role of public employee unions (p<0.05). Generally, because of the potential harm that contracting-out brings to government employees (such as job security, work conditions, and wage and benefits), public employee unions are always treated as major opponents of government contracting (Fernandez and Smith 2006). However, there is also some literature arguing that the existence of strong unions would push service provision out, because public administrators would like to get rid of political bargains with unions and increased in-house production costs resulted from unions' rent-seeking activities (Ferris 1986;McGuire et al 1987).…”

Section: Resultsmentioning

confidence: 99%

Governing Diversity: The Impact of Social Heterogeneity on Human Service Delivery

2015

Public Organiz Rev

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The social environment in which government is embedded has wide implications for public administration. The increasing social heterogeneity in the United States poses various puzzles for the governance structure in public human service programs. Apart from major political and policy changes, contracting out service delivery is considered to be a more appropriate managerial response. Therefore, social heterogeneity in a jurisdiction would be positively associated with the use of contractual networks in service delivery. Using data from a national survey of human service contracting, this study finds that states with higher degrees of social heterogeneity use service contractual networks more often. This further highlights the imperative of capacity building for public administrators when using contractual networks.

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Section: Resultsmentioning

confidence: 99%

Governing Diversity: The Impact of Social Heterogeneity on Human Service Delivery

2015

Public Organiz Rev

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“…Proponents of privatization insist that the prevalence of inflexible, rule-bound public HRM systems has necessitated a higher degree of reliance on contractors who can hire new personnel and dismiss poor performers quickly (Lester et al 2010). The public sector can therefore utilize the capacity of the private sector to accomplish the so-called 3E principles of economy, efficiency, and effectiveness for greater flexibility, which is a key theme of many public sector reform programs (Fernandez andSmith 2006, Chun andRainey 2005).…”

Section: Defining Hrm Outsourcingmentioning

confidence: 98%

The Entrepreneurial Rise in Southeast Asia

Sindakis¹,

Walter²

2015

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The central theme of this series is to explore why some areas grow and others stagnate, and to measure the effects and implications in a trans-disciplinary context that takes both historical evolution and geographical location into account. In other words, when, how, and why does the nature and dynamics of a political regime inform and shape the drivers of growth and especially innovation and entrepreneurship? In this socioeconomic and sociotechnical context, how could we best achieve growth, financially and environmentally?This series aims to address such issues as: • How does technological advance occur, and what are the strategic processes and institutions involved? • How are new businesses created? To what extent is intellectual property protected? • Which cultural characteristics serve to promote or impede innovation?In what ways is wealth distributed or concentrated?These are among the key questions framing policy and strategic decisionmaking at firm, industry, national, and regional levels.A primary feature of the series is to consider the dynamics of innovation and entrepreneurship in the context of globalization, with particular respect to emerging markets, such as China, India, Russia, and Latin America.(For example, what are the implications of China's rapid transition from providing low-cost manufacturing and services to becoming an innovation powerhouse? How do the perspectives of history and geography explain this phenomenon?)Contributions from researchers in a wide variety of fields will connect and relate the relationships and interdependencies among (1) innovation, (2) political regime, and (3) economic and social development. We will consider whether innovation is demonstrated differently across sectors (e.g., health, education, technology) and disciplines (e.g., social sciences, physical sciences), with an emphasis on discovering emerging patterns, factors, triggers, catalysts, and accelerators to innovation, and their impact on future research, practice, and policy.This series will delve into what are the sustainable and sufficient growth mechanisms for the foreseeable future for developed, knowledge-based economies and societies (such as the EU and the United States) in the context of multiple, concurrent, and interconnected "tipping point" effects with short-term (MENA) as well as long-term (China, India) effects from a geo-strategic, geo-economic, geo-political, and geo-technological set of perspectives.

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“…Tensions between contracted staff and permanent civil servants can cause relational and change management issues within the modified organization, reducing its performance (Fernandez & Smith, 2005;Fisher et al, 2008). Tensions between contracted staff and permanent civil servants can cause relational and change management issues within the modified organization, reducing its performance (Fernandez & Smith, 2005;Fisher et al, 2008).…”

Section: Contracting Hrm Servicesmentioning

confidence: 99%

American Exceptionalism, Human Resource Management, and the Contract State

Durant

Girth

Johnston

2009

Review of Public Personnel Administration

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With the nature, scope, and pace of public sector contracting accelerating significantly during the Bush administration, and with the Obama administration promising to curb the contracting excesses of its predecessors, it is useful to take stock and ponder the consequences of this movement to date for human resource management. This article puts public sector contracting and its effects in a larger historical, political, and democratic context by (a) reviewing the american propensity for market-based solutions (including contracting) to government problems, a disposition rooted in american exceptionalist values; (b) chronicling how that predisposition has manifested itself in four successive and now overlapping expansions of contracting (from products, to services, to core governmental functions, to human resource management functions); and (c) showing how these developments have had significant consequences not only for the future of the public service but also for the values associated with democratic constitutionalism in the United States.

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Looking for Evidence of Public Employee Opposition to Privatization

Cited by 46 publications

References 51 publications

Governing Diversity: The Impact of Social Heterogeneity on Human Service Delivery

Governing Diversity: The Impact of Social Heterogeneity on Human Service Delivery

The Entrepreneurial Rise in Southeast Asia

American Exceptionalism, Human Resource Management, and the Contract State

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