Revisiting trade unions’ response to new public management: a case from Zambia

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dc.contributor.authorMadimutsa, Clever
dc.contributor.authorPretorius, Leon G.
dc.date.accessioned2018-09-25T08:39:43Z
dc.date.available2018-09-25T08:39:43Z
dc.date.issued2017
dc.description.abstractThis article discusses the strategic responses by public-sector unions to new public management (NPM) reforms in Zambia. The article is based on a qualitative research methodology focusing on the Civil Servants and Allied Workers Union of Zambia. The study shows that public-sector workers in developing countries are more vulnerable to the effects of externally imposed NPM reforms, which include job cuts. However, the implementation of these reforms faces opposition especially from trade unions. In line with the assumptions of strategic choice theory, union responses to NPM reforms are strategic. Despite the high vulnerability of public workers in developing countries, their unions use strategies that can also be observed in developed countries to mitigate the negative consequences of NPM reforms on the public sector. These strategies follow a three-stage process, namely, opposing the reforms, negotiating for favorable reform measures, and shifting from centralized structures to networks.en_US
dc.description.accreditationISI
dc.identifier.citationMadimutsa, C. & Pretorius, L.G. (2017). Revisiting trade unions’ response to new public management: a case from Zambia. Public Personnel Management, 46(3) 288 – 307.en_US
dc.identifier.issn0091-0260
dc.identifier.urihttp://dx.doi.org/10.1177/0091026017713230
dc.identifier.urihttp://hdl.handle.net/10566/4075
dc.language.isoenen_US
dc.privacy.showsubmitterFALSE
dc.publisherSAGE Publicationsen_US
dc.rightsThis is the author-version of the article published online at: http://dx.doi.org/10.1177/0091026017713230
dc.status.ispeerreviewedTRUE
dc.subjectNew public managementen_US
dc.subjectPublic sectoren_US
dc.subjectTrade unionen_US
dc.subjectStrategic responseen_US
dc.titleRevisiting trade unions’ response to new public management: a case from Zambiaen_US
dc.typeArticleen_US

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