Previous Chapter Chapter 7: Labor-Management Relations and Partnerships: Were They Reinvented? Next Chapter

James R. Thompson

In: Handbook of Public Administration

Chapter 7: Labor-Management Relations and Partnerships: Were They Reinvented?

Edited by: B. Guy Peters & Jon Pierre

DOI: http://dx.doi.org/10.4135/9781848608214.n8

Subject: Public Administration (general)

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Labor-Management Relations and Partnerships: Were They Reinvented?
Labor-management relations and partnerships: Were they reinvented?

Workers, managers, politicians and the public have important stakes in the outcomes of public sector labor relations processes. At issue for workers are pay levels and working conditions, for managers, workforce quality and the degree of authority wielded at the workplace, and for politicians, the support or opposition of an important constituency as well as the fiscal consequences of pay decisions. At issue for the public are jobs, tax rates related to decisions about public pay, and service quality as impacted by employee ability and motivation.

In the postwar years in many Western countries accommodation was reached among these parties on an approach to labor-management relations which tended to advantage both politicians and ...

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