Archives for April 6th, 2004

PUBLIC SECTOR STAFF MORE LIKELY TO GET FLEXIBLE HOURS

Headlines, PublicNet: 6 April, 2004

Public sector workers are more likely to get the kind of flexible working arrangements they want than their colleagues in private industry. The claim comes from the biggest public sector union – UNISON – which also says workers are more likely to have their request for flexible working granted, if they belong to a union.The findings are based on a UNISON survey that found nine out of ten branches had flexible working arrangements that were more favourable than the statutory minimum. The findings contrast with those in a study by the Maternity Alliance drawn up to mark the anniversary of legislation giving parents the right to ask for flexible working. It found that a quarter of parents were forced to accept worse terms and conditions in return for flexible hours.

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PATIENTS TO GET MORE ONLINE HEALTH ADVICE

Headlines, PublicNet: 6 April, 2004

National Health Service patients can now access comprehensive health information from the British Medical Journal at the click of a mouse in the latest development of NHS Direct Online. It follows work by the Department of Health and the Journal to make available BMJ Best Treatments, which offers information on the most common health conditions.The information includes explanations of the arguments for and against elective surgery procedures, details of other available treatments, and advice on care before and after operations. The site will carry details of possible treatments for 60 chronic conditions, ranking their effectiveness and highlighting potential risks and benefits.

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MANAGEMENT BY MEASUREMENT? PUBLIC MANAGEMENT PRACTICES AMIDST AMBIGUITY

Abstracts, PublicNet: 6 April, 2004

By Mirko Noordegraaf and Tineke AbmaMeasurement of performance is effective where the issues the organization is addressing are well known and where there is a shared understanding of standards. Where the issues are blurred and there is no consensus on standards, measurement is much more difficult. Organizations in transition are in this category. This article explores the nature of these ambiguous areas by identifying three types of public management practice. It also highlights the need for dialogue to help in managing the ambiguity.

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