Whyeda Gill-McLure

Abstract

The article examines the political origins and impact of recent managerial reform (the shift from the professional bureaucracy model of public administration to the new public management [NPM]) in UK local government. Two key drivers of managerial reform are identified: central–local relations and labour management. The former are historically complex due, partly, to the Victorian expediential justification of local government, and the tenuous constitutional status of local government in the British polity. These factors necessitate and permit central control with models of public administration a key mechanism for achieving this. In addition, as 70% of overall sector costs are made up of centrally funded labour costs, the centre's attempts to control labour management (pay and performance) is a second key driver of managerial reform. And models of public administration, again, are a major mechanism for achieving central control. The analysis is rooted in a brief historical examination of developments from the 1880s, and a longitudinal case study examining more recent developments to illustrate the general case made. Empirical findings show councillor, union and worker resistance to managerial reform. They also show job loss, work intensification, job insecurity and demoralisation of staff. Another key finding is that NPM is not new, but a regression to the Victorian era.

Keywords

Public service reform, political economy, new public management, central–local relations, labour management, public administration

From: Labor History 2014 55 (3)

Editor: Wang Yi