New Ways of Working: Changing Labour Markets in 21st Century New Zealand

Beyond Skill ◽  
2010 ◽  
pp. 79-101
Author(s):  
Paul Spoonley
Keyword(s):  
New Zealand ◽  
21St Century ◽  
Labour Markets ◽  
New Ways Of Working

scholarly journals Beyond Westminster: thinking the Aotearoa/New Zealand way of governing

2006 ◽  
Vol 2 (3) ◽  
Author(s):  
Bill Ryan
Keyword(s):  
New Zealand ◽  
21St Century ◽  
The Political ◽  
Public Servants ◽  
Early 21St Century ◽  
Aotearoa New Zealand

Something intriguing is going on within the political executive. In response to emerging conditions of governing in the late 20th and early 21st century in countries like New Zealand, some public servants are acting in new ways that are quite different from certain key prescriptions of the traditional, Westminster-derived constitutional framework on which our polity is based. This paper identifies some of these changes and considers their implications.

scholarly journals The Wage Curve and Local Labour Markets in New Zealand

1970 ◽  
Author(s):  
Philip S. Morrison ◽  
Jacques Poot
Keyword(s):  
New Zealand ◽  
Labour Markets ◽  
Convex Curve ◽  
Grouped Data ◽  
Cross Sectional ◽  
Wage Curve ◽  
Essential Requirement ◽  
Local Labour Markets ◽  
Local Labour ◽  
Record Data

Blanchflower and Oswald argue in their 1994 book that there is a stable downward-sloping convex curve linking the level of pay to the local unemployment rate. They derived this so-called wage curve from measurements on individuals within regions (local labour markets) for several countries and periods. Other investigators have confirmed the robustness of this finding. In this paper we seek evidence for the wage curve in New Zealand drawing on data at the regional level by means of the /996 census of population and dwellings. New Zealand research is hampered by the inaccessibility of unit record data and the paper reports results based on publicly available grouped data. The results show that a cross-sectional wage curve does exist in New Zealand. The elasticity is in the range of-0.07 to -0.12, which is similar to results obtained for other countries. However, research to date has not been able to choose between competing explanations for this phenomenon. We argue that a better understanding of the dynamics of local labour markets is an essential requirement for further study of the wage curve.

scholarly journals Rolling back Modernity: Selective Tradition and Contemporary Literary Politics in the South Pacific

2018 ◽  
Author(s):  
Jennifer Lawn
Keyword(s):  
New Zealand ◽  
Literary Criticism ◽  
Cultural Politics ◽  
21St Century ◽  
Literary History ◽  
Cultural Participation ◽  
Future Directions ◽  
Selective Tradition ◽  
Literary Politics ◽  
Aotearoa New Zealand

This article relates Raymond Williams’s concept of “selective tradition” to the shaping of literary history in Aotearoa New Zealand. It makes the case for the ongoing salience of Williams’s narrative of modernity as a “long revolution,” and his sense of the threats to democratic and cultural participation around the turn of the 21st century, as a framework for situating recent cultural politics. The article closes with some suggestions for possible future directions for the development of locally-based materialist literary criticism.

The Trend of Strikes in New Zealand 1971-75

1977 ◽  
Vol 19 (3) ◽  
pp. 286-295
Author(s):  
Don J. Turkington
Keyword(s):  
New Zealand ◽  
Labour Markets ◽  
Strike Activity

This paper outlines and offers some explanation of recent strike patterns in New Zealand. It begins by noting that the years 1971-75 were ones of high strike activity. Possible factors shaping this situation are evaluated, of which inftation, relatively low profits, tight labour markets and high worker expecta tions are found to be important. Strike activity is concentrated in four industries, one of which came to prominence as a "strike centre" during this period. Despite this concentration, an increasing number of industries are experiencing strikes.

Sharpening New Zealand’s future focus: A scenaric stance

2014 ◽  
pp. 24-32 ◽  
Author(s):  
Sarah Matthewman ◽  
John Morgan
Keyword(s):  
New Zealand ◽  
21St Century ◽  
21St Century Learning ◽  
Study Analysis ◽  
Scenario Building ◽  
High Consumption ◽  
Capitalist World ◽  
Future Focus ◽  
Carbon Based

Future focus is one of the eight principles of the New Zealand curriculum. However, the term is sometimes conflated with the more-expansive term 21st-century learning, which, this article argues, accepts uncritically dominant assumptions that New Zealand’s future is as part of a hyper-globalised, fast-paced, capitalist world. This article insists on future focus as a means of developing the curriculum to support pupils as they learn to think critically about globalisation, sustainability, enterprise, and citizenship. Using the example of scenario-building in the context of carbon-based economies and high-consumption lifestyles we emphasise that futures education requires important skills of study, analysis, creation, imagination, and interpretation.

Developing a leadership cadre for the 21st century: a case study of management development in the UK’s new civil service

2005 ◽  
Vol 71 (1) ◽  
pp. 83-98 ◽  
Author(s):  
Julia Hockey ◽  
Andrew P. Kakabadse ◽  
Nada K. Kakabadse
Keyword(s):  
21St Century ◽  
Civil Service ◽  
Management Development ◽  
New Ways Of Working ◽  
Best Value ◽  
Service Configuration ◽  
People Development ◽  
The Uk ◽  
And Training

The UK civil service has experienced considerable challenges in introducing new ways of working as well as alternative organizational designs, both for the purposes of achieving ‘best value’ during the last two decades of the last century. In addition to the strategic changes introduced, people development and training has been equally vigorously pursued in order to facilitate the reconfigurations that have been implemented. This article presents the findings of a study exploring how extensive development and training strategies are assisting managers to confront and address the challenges they face better, now and into the future. A mixed picture emerges principally highlighting the challenges of aligning human resource management (HRM) strategy with organizational strategy within a devolved organizational civil service configuration.

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