TY - JOUR
T1 - PPPs and the changing public sector ethos
T2 - Case-study evidence from the health and local authority sectors
AU - Hebson, Gail
AU - Grimshaw, Damian
AU - Marchington, Mick
PY - 2003/9
Y1 - 2003/9
N2 - This article explores the extent to which a new contractual approach to delivering public services, through public private partnerships (PPPs), is transforming the traditional values underpinning the public sector ethos among both managers and workers. Drawing on two detailed case studies of PPPs - a Private Finance Initiative in the health sector and the outsourcing of housing benefit claims in the local government sector - we identify a range of new pressures impacting on five key elements of a traditional notion of the public sector ethos. Our findings demonstrate that the contractual relations of PPPs have led to a clear weakening of traditional notions of managerial accountability and bureaucratic behaviour, reflecting both a shift to new lines of accountability (private sector shareholders) and a vicious circle of monitoring and distrust between partner organizations, in place of the old faith in bureaucratic process. Among workers, certain traditional values - especially a concern for working in the public interest - continue to inform the way they identify with, and understand, their work in delivering public services. However, the cost cutting and work intensification associated with PPPs present a significant threat to these values. The article identifies examples of short-term resilience of the traditional public sector ethos, as well as developments that threaten its long-term survival.
AB - This article explores the extent to which a new contractual approach to delivering public services, through public private partnerships (PPPs), is transforming the traditional values underpinning the public sector ethos among both managers and workers. Drawing on two detailed case studies of PPPs - a Private Finance Initiative in the health sector and the outsourcing of housing benefit claims in the local government sector - we identify a range of new pressures impacting on five key elements of a traditional notion of the public sector ethos. Our findings demonstrate that the contractual relations of PPPs have led to a clear weakening of traditional notions of managerial accountability and bureaucratic behaviour, reflecting both a shift to new lines of accountability (private sector shareholders) and a vicious circle of monitoring and distrust between partner organizations, in place of the old faith in bureaucratic process. Among workers, certain traditional values - especially a concern for working in the public interest - continue to inform the way they identify with, and understand, their work in delivering public services. However, the cost cutting and work intensification associated with PPPs present a significant threat to these values. The article identifies examples of short-term resilience of the traditional public sector ethos, as well as developments that threaten its long-term survival.
KW - Health sector
KW - Local authority
KW - Public private partnerships
UR - http://www.scopus.com/inward/record.url?scp=0242676223&partnerID=8YFLogxK
U2 - 10.1177/09500170030173005
DO - 10.1177/09500170030173005
M3 - Review article
AN - SCOPUS:0242676223
SN - 0950-0170
VL - 17
SP - 481
EP - 501
JO - Work, Employment and Society
JF - Work, Employment and Society
IS - 3
ER -