Dutch social policy in the 1980s: A changing role of the public sector

1992 ◽  
Vol 20 (2) ◽  
pp. 21-29
Author(s):  
Kees Goudswaard ◽  
Victor Halberstadt ◽  
Hans van de Kar
Keyword(s):  
Public Sector ◽  
Social Policy ◽  
The Public ◽  
Changing Role

Resourcing community transport: The changing role of the public sector

1992 ◽  
Vol 12 (4) ◽  
pp. 45-48 ◽  
Author(s):  
Iain McGuinness ◽  
Alan Bryman ◽  
David Gillingwater
Keyword(s):  
Public Sector ◽  
The Public ◽  
Changing Role

Traditions of governance: interpreting the changing role of the public sector

2003 ◽  
Vol 81 (1) ◽  
pp. 1-17 ◽  
Author(s):  
Mark Bevir ◽  
R. A. W. Rhodes ◽  
Patrick Weller
Keyword(s):  
Public Sector ◽  
The Public ◽  
Changing Role

scholarly journals Changing role of HRM in the public sector

2019 ◽  
Vol 22 (1) ◽  
pp. 1-5
Author(s):  
Yvonne Brunetto ◽  
Rona Beattie
Keyword(s):  
Public Sector ◽  
The Public ◽  
Changing Role

The New Benchmarking and Advisory State: The Role of the British Advisory, Conciliation and Arbitration Service in Facilitating Labour—Management Consultation in Public Sector Transformation

2008 ◽  
Vol 50 (5) ◽  
pp. 736-751 ◽  
Author(s):  
Mark Stuart ◽  
Miguel Martínez Lucio
Keyword(s):  
Public Sector ◽  
Industrial Relations ◽  
The State ◽  
Employment Relations ◽  
The Public ◽  
Role Of The State ◽  
Driven System ◽  
Management Consultation ◽  
Changing Role

The aim of this article is to examine the changing role of the state in a more market-driven system of industrial relations, specifically in terms of the new roles that are being developed with regard to mediation, advisory and arbitration services. It focuses empirically on the role played by the British Advisory, Conciliation and Arbitration Service in facilitating the modernization of public sector employment relations. We show how the Advisory, Conciliation and Arbitration Service has played a `benchmarking' role that assists the development of more strategic forms of decision-making and cooperation in employment relations change, and identify the challenges of developing such an approach in the context of the shift towards a more decentralized and market-oriented system of public service delivery. In conclusion we assert that there is a new `advisory and benchmarking' state evolving based on a soft-market view of industrial relations, and that this mitigates (but is also in tension with) the harder market view within the state concerned with transforming the public sector.

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