Towards more disorganised decentralisation? Collective bargaining in the public sector under pay restraint

While sector‐level collective bargaining can provide the institutional leverage to sustain and improve employment standards, a proliferation of disorganised local settlements may reduce its effectiveness. This article examines this proposition for local government in the UK, highlights the risks of a ‘destructive’ disorganisation of employment relations and calls for a renewal of articulation mechanisms between sector and local levels of collective bargaining.     

Smart money or dumb money? A study on the selection ability of mutual fund investors in China

We examine investors’ mutual fund selection ability in China. Using actively managed equity mutual funds between 2005 and 2011, we find that Chinese investors generally have no mutual fund selection ability, a result contrary to the smart money effect in the United States. We show that mutual funds that receive more new money subsequently underperform significantly. The findings are robust to several risk-adjusted performance measures. The unique data of China provide separate accounts of institutional and individual investors’ new money flowing into and out of mutual funds, allowing us to examine the mutual fund selection ability of institutional and individual investors. We document that institutional investors exhibit a smart money effect, that is, they are able to move new money into (out of) future good (poor) performers. In contrast, individual investors exhibit a dumb money effect. Our results provide useful information for regulators to review their rules, especially for the protection of individual investors regarding mutual fund investing in China. In addition, we show that it is useful to distinguish institutional and individual investors in mutual fund research.     

Innovation labs in the public sector: what they are and what they do?

This article is a first comprehensive attempt to globally map and analyse innovation labs (i-labs) in the public sector. The article analyzes theoretical reasons why i-labs are created in the public sector and tests these assumptions in practice. During the empirical study, thirty-five such organizations all over the world were identified. The research is based on a two-step approach: first, a comprehensive survey was carried out followed by an extensive in-depth interview with the managing figures of i-labs; eleven i-labs responded. The article finds support for the assumptions of external complexity, technological challenges, emulation, and legitimization as reasons behind the creation of i-labs.     

Supply management in American public administration: Towards an academic discipline?

This article examines the development of supply management in the U.S. to assess its progress towards academic disciplinary status. A comparison of the fields of business administration and public administration indicates that supply management is more developed in the former than in the latter, which inhibits its disciplinary status. Various reasons for this uneven development in the two fields are explored. The paper argues that a paradigm shift must occur for public supply management, which will re-orient it around the concept of the public interest. This will require public supply professionals to participate strategically in public policy-making in order to ascertain and promote the public interest. A policy framework is used to illustrate this re-orientation and to suggest directions for further research.     

Volunteer tourism as an emerging trend or an expansion of ecotourism? A look at potential clients' perceptions of volunteer tourism organisations

• Volunteer tourism (VT) has recently been proposed as an alternative to ecotourism to link tourism and nature conservation. It is believed that VT represents an emerging tourism sector for vacationers who want to make a difference during their holidays. This investigation questions this belief using potential tourists' perceptions of volunteer tourism organisations.
• Through a multiple sorting procedure, respondents interpreted the promotional material of volunteer tourism organisations to describe this form of tourism and differentiate between organisations. The results suggested that respondents distinguish between organisations offering a volunteering experience and a holiday experience.
• Furthermore, the respondent's level of familiarity with expedition activities was important, as respondents with a high level of familiarity seek different benefits from their experience. The study suggests that volunteer tourism is a diverse sector, with different emphases on holiday and volunteering elements.

Copyright © 2006 John Wiley & Sons, Ltd.     

Understanding wage restraint in the German public sector: does the pattern bargaining hypothesis really hold water?

German public sector wage restraint has been explained through the presence of a specific type of inter-sectoral wage coordination in the industrial relations system—that is, export sector-led pattern bargaining. First, as a literature-assessing exercise, this paper reviews the literature in industrial relations and comparative political economy (CPE) and finds that (i) the origins and mechanics of inter-sectoral wage coordination through pattern bargaining have never been laid out clearly; (ii) that the mechanisms of the pattern bargaining thesis have never been tested empirically; and (iii) that the CPE literature reveals an export-sector bias. Second, as a theory-testing exercise, hoop tests are performed to verify the pattern bargaining hypothesis. The key finding is that Germany cannot be considered a case of export sector-driven pattern bargaining, opening a new research agenda for the study of public sector wage setting centred on public sector employment relations, public finance, public administrations and the politics of fiscal policy.     

How does public service motivation affect teacher self-reported performance in an education system? Evidence from an empirical analysis in Italy

Quality & Quantity - This paper deals with self-reported teacher performance, and the starting point is the relationship between teacher performance and the main determining factor, public...     

Is there an S in urban housing supply? or What on earth happened in Detroit?

This article examines the substantial housing stock declines between 2000 and 2010 in many major US central cities. It updates an analysis first formulated in the 1970s, of an S-shaped housing supply curve, to explain decreases in absolute housing stocks. Explanatory variables include Metropolitan Statistical Area standardized rents, center city prior occupancy rates, regional unemployment rates, and a set of regional and state dummy variables. The analysis provides strong evidence of a lower tail of the S, and more tentative evidence of an upper tail. Market fundamentals explain a considerable portion of the large housing stock losses, but in several cities loss of dwelling units and housing abandonment were worse than could be explained by the fundamentals.     

Doing it for themselves? Performance appraisal in project‐based organisations,the role of employees,and challenges to theory

We explore performance appraisal in project‐based organisations and provide novel insights into appraisal processes in this context. These include the central role of employees in orchestrating the appraisal process, the multiple actors that have input to appraisal including project managers, the distance between employees and their official line managers, and the weak coordinating role of human resource specialists in these systems. We draw attention to the drawbacks of current theorising on appraisal to predict and explain outcomes from appraisal systems that are not premised on stable line manager/employee dyads. Theorising based primarily on social exchange theories needs to be reconsidered in this context and new theories developed. We also question how human resource specialists can better support employees, and managers of all kinds, in their implementation roles in polyadic human resource management systems to ensure transparency, equity, and fairness of appraisal processes in a project‐based organisational context.     

Managing Change,or Changing Managers? The role of middle managers in UK public service reform

Abstract

Drawing upon interview data from three case study organizations, we examine the role of middle managers in UK public service reform. Using theory fragments from organizational ecology and role theory, we develop three role archetypes that middle managers might be enacting. We find that rather than wholesale enactment of a ‘change agent’ role, middle managers are balancing three predominant, but often conflicting, change-related roles: as ‘government agent’, ‘diplomat administrator’ and, less convincingly, ‘entrepreneurial leader’. Central government targets are becoming the main preoccupation for middle managers across many public services and they represent a dominant constraint on allowing ‘managers to manage’.     

What factors influence the organizational commitment of public sector employees in China? The role of extrinsic,intrinsic and social rewards

This study investigates the relationship between extrinsic, intrinsic and social rewards, and the organizational commitment of 239 Chinese public sector employees. Hierarchical regression analysis revealed that although variables included to measure extrinsic and social rewards were strongly related to organizational commitment, variables included to measure intrinsic rewards had limited influence. These findings suggest that the antecedents of organizational commitment in the Chinese public sector are significantly different from those in the Chinese private sector and public sector organizations in the West.     

Is Ulrich's model useful in understanding HR practitioners' roles in non-western developing countries? An exploratory investigation across private and public sector organizations in the Sultanate Kingdom of Oman

This study set out to explore whether Ulrich's model is useful in understanding HR roles in non-western developing countries such as Oman. The study surveyed a random sample of 780 HR practitioners, line managers and employees from public and private sector organizations. In addition 12 HR practitioners and managers were interviewed to supplement the data collected from the survey. The findings indicate that HR practitioners in Oman perform all the roles. However, ‘strategic partner’ is the least performed role. The findings also indicate that HR practitioners in the private sector are more likely to perform all the five roles to a greater extent than their counterparts in the public sector. We also found partial support for our proposition that HR practitioners in the public sector would play more ‘operational’ roles (e.g. employee advocate or functional expert) than ‘strategic’ roles (i.e. strategic partner or HR leader). The study revealed that Ulrich's model is robust enough to help in the understanding of HR roles in a non-western, developing country context. The findings are discussed within the context of institutional and cultural frameworks. The paper argues for more research to improve the understanding of how socio-economic and cultural factors influence HR roles and how they are performed.     

Fix or flex? Alternative exchange rate regimes in an era of global capital mobility

This paper discusses the pros and cons of fixed versus flexible exchange rate regimes under perfect capital mobility from a European perspective. Special attention is given to the exchange rate policy problems of Iceland and Norway and to the linkages between their dependence on natural resources and their choice of exchange rate regime. The relevance of the advent of a common currency in Europe for the Western Hemisphere is also discussed.     

Realizing public values: enhancement or obstruction? Exploring value tensions and coping strategies in the co-production of social care

ABSTRACT

We examine the potential of co-production to enhance or obstruct the realization of public values by analysing what value tensions co-producers experience and what coping strategies they follow. In-depth study of a social care initiative in Flanders shows that co-production enhances the realization of values relating to services delivered, relationships between public servants and citizens, and the democratic quality of the service delivery process. However, public servants and citizen co-producers experience tensions between values, such as efficiency, individual freedom of co-producers, reciprocity, and inclusion. In trying to deal with these value tensions, public servants are found to follow a variety of coping strategies, whereas citizen co-producers tend to escalate tensions or avoid coping with them. The type of coping strategy followed, however, influences if and what values are ultimately represented in the service delivery process and its results.     

Shrinking the state or the Big Society? Public service employment relations in an era of austerity

The Big Society is an integral part of the coalition's plans for public service retrenchment, but it is premature to dismiss it as exclusively concerned with expenditure cuts and privatisation. The Big Society signals the government's ambition to transform public services and it is the rubric that is being used to shrink the state and undermine long‐standing systems of public service employment relations. This article considers the origins and meaning of the Big Society and then assesses its consequences for public service provision and the workforce. The Big Society is integrally connected to deficit reduction with the voluntary sector and an increased emphasis on volunteering promoted as a more user‐centred and cost‐effective way of delivering public services in tough times. For the workforce, more competition between diverse providers in conjunction with budget cuts is placing downward pressure on terms and conditions and encouraging employers to question the continuation of national pay determination in many parts of the public sector.     

Sacred alliance or pact with the devil? How and why social enterprises collaborate with mainstream businesses in the fair trade sector*

Abstract

This paper uses institutional theory to highlight different patterns of cross-sector collaboration from the perspective of social enterprises. Specifically, it explores how and why social enterprises interact with mainstream businesses and to what extent their collaboration patterns reflect a vision of how their social mission should be implemented and institutionalized. The empirical analysis is derived from a qualitative study of ‘fair trade’ – a hybrid model created by social enterprises and using market mechanisms to support small-scale producers in developing countries and to advocate for changes in international trading practices. The findings highlight three strategies used by fair trade social enterprises to manage their interactions with mainstream businesses: sector solidarity, selective engagement, and active appropriation. This paper suggests that each strategy is motivated by a different vision of how best to articulate the social mission of fair trade via specific types of collaborations. It also notes how each vision has a distinct pattern of institutionalization at the field level. This paper adds to the emergent literatures on social enterprise and social entrepreneurship, fair trade, cross-sector collaboration and hybrid organizing.     

Joint governance in North American workplaces: a glimpse of the future or the end of an era?

North American innovations in joint governance (such as Saturn, NUMMI, Xerox, and Shell Sarnia), though limited in number, have drawn world-wide attention from line and staff practitioners, as well as policy makers. These voluntary initiatives in unionized North American settings stand as an important counterpoint to two alternative forms of innovation – legislated forms of joint governance such as European works councils and non-union high-commitment systems that are most common in North America. Current debates on workplace governance in North America are implicitly and sometimes explicitly choosing among these three innovative arrangements as alternative ‘ideal types’. This article begins with nine hypotheses on joint governance, which are derived from case-study analysis. The hypotheses focus on the antecedents, dynamics and consequences of joint governance. Together, they can help guide practitioners seeking diffusion of joint governance concepts. The hypotheses can also help guide the construction of public policy on workplace governance. Ultimately, the question remains – are these initiatives a glimpse of the future or do they mark the end of an era?