Archives for March 28th, 2002

LOCAL STRATEGIC PARTNERSHIPS FAILING DELIVERY TEST

Headlines, PublicNet: 28 March, 2002

Local Strategic Partnerships were designed to bring joined up government to the sharp end of service delivery, but many are failing to deliver. Abandoned cars can provide a useful barometer of how well a partnership is performing because cross-agency co-operation is required for faster removal.Partnerships are part of the Government’s wider reform agenda to improve the quality and responsiveness of public services. They bring together at a local level the different parts of the public sector including councils, the health service, central departments as well as the private, business, community and voluntary sectors. Up to 40 public bodies may be providing services in any one locality and the partnerships have to find ways to bring it all together so that people receive a seamless service.

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PROTECTION OF WORKER RIGHTS DECISION – EFFECTIVE SAFEGUARD OR SELL OUT?

Headlines, PublicNet: 28 March, 2002

Stephen Byers, Secretary of State for Local Government, has come down in favour of a Code of Conduct to protect the right of workers employed by private companies to deliver public services. UNISON and the CBI have welcomed the decision as the best way forward to both protect workers and give companies flexibility, but the GMB union believes it is a sell out to the private sector. Although the decision is about local government services it will clearly be applied to the health service and all other public services.The package of measures to be introduced to put protection into effect includes a Code of Practice on the treatment of new recruits working on local authority contracts alongside transferred staff. Contractors will have to offer employment to new staff on fair and reasonable terms and conditions which are broadly comparable to those of transferredemployees. Pension rights will also be safeguarded. Unions will have the right of consultation, but not negotiation, on the contracts of new recruits.

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CONTINGENT AND NON-CONTINGENT WORKING IN LOCAL GOVERNMENT

Abstracts, PublicNet: 28 March, 2002

By Jacqueline A-M. Coyle-Shapiro and Ian Kessler.Given that the contingent worker is likely to be a familiar presence in the public service workplace of the future, this paper explores the consequences of contingent work arrangements on the attitudes and behaviour of employees using the psychological contract as a framework for analysis. Drawing upon survey evidence from a sample of permanent, fixed term and temporary staff employed in a British local authority, our results suggest that contract status plays an important role in how individuals view the exchange relationship with their employer and how they respond to the inducements received from that relationship. Specifically, contingent employees are less committed to the organization and engage in organizational citizenship behaviour (OCB) to a lesser degree than their permanent counterparts. However, contrary to our hypothesis, the relationship between the inducements provided by the employer and OCB is stronger for contingent employees. Such findings have implications for the treatment of contingent and non-contingent employees in the public services.

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