Abstract
New public management (NPM) has been the dominant orthodoxy in analysing public service reform with major implications for employment relations. Drawing on comparative studies of major OECD countries, including Australia, Britain, Denmark, France, Germany, Italy, New Zealand, Norway, Sweden and the United States, this article examines recent reforms of public service human resource management. It refutes the proposition that reforms indicate convergence towards an NPM model and argues that the ‘varieties of NPM’ thesis is also unconvincing. Several reform trajectories exist which have sought to modernize public sector pay, performance and working conditions, but these highlight the existence of alternative models rather than a shift towards NPM or even the emergence of ‘varieties of NPM’.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
More From: The International Journal of Human Resource Management
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.