The consequences for the management of conflict of the reform of English local government finance and structure

After the quake: The complex dance of local government, national government and accounting

“…However, there is little research on the accounting ramifications of the interplay between local government and national government (Roulston and Vandermolen, 2005; Sargiacomo and Gomes, 2011). One change currently occurring in Britain is the move away from local government to increased central government control (Gill-McLure et al, 2003; Jones, 1989). Isomorphic pressures and similarities between the United Kingdom and New Zealand, both culturally and politically (DiMaggio and Powell, 1991), suggest that a similar movement away from local government and towards increased central government control could be expected in New Zealand.…”

Solving the Labour Problem Among Professional Workers in the UK Public Sector: Organisation Change and Performance Management

“…While some conclude that high levels of employee performance are associated with employee commitment, motivation and trust (Den Hartog et al 2004), others like Power (1996 p.7) have argued that the performance management systems in the UK public sector have focused primarily on creating compliance, discipline and control; have engendered low reciprocal trust and are often associated with 'less desirable governance styles'. Other authors have identified similar reductions in organisational commitment, loyalty and morale by public sector workers (Bryson, 2004b: 40;Gill-McClure et al 2003;Worrall and Cooper 2007).…”

“…This acts to further strengthen the management function and empower service managers to push through reforms as determined by ministerial dictat. Several studies have highlighted the widespread managerialism now pervading the public services reified by an increasing preoccupation with performance monitoring:-in the social services (Kirkpatrick and Ackroyd 2003a), in local government (Brooks 2000;Geddes 2001;Gill-McClure et al 2003;Gill-McClure and Seifert 2008), in public libraries (Kirkpatrick 1999b), in the police service (Butterfield et al 2005;Loveday 2005;Rogerson, 1999); in the fire service (Fitzgerald 2005); in further education (FE) (Briggs 2004;Mather et al 2009); in higher education (HE) (Bryson 2004a), in the health service (Givan 2005;Lloyd and Seifert 1995) and in the court system (Raine 2000). All these studies demonstrate the development of performance management systems that have led to the disempowering of public service professionals in favour of a newly empowered group of public service managers.…”

Relación entre descentralización administrativa y disciplina presupuestaria en los grandes municipios españoles

“…Así pues, se argumenta que el número y la complejidad crecientes de las funciones atribuidas a las entidades públicas hacen más compleja su organización, con lo que resulta aconsejable recurrir a fórmulas descentralizadas de gestión. Se hace pues necesario utilizar la variable tamaño de las organizaciones para estructurar y modular de forma adecuada las fórmulas descentralizadoras a aplicar en cada ocasión, con vistas a conseguir una mayor eficiencia de las organizaciones (Lidbury, 1999;Gill-MClure, Ironside y Seifert, 2003).…”