This study sets out to examine two explanations for why employees engage in organizational citizenship behaviour (OCB). The first explanation views OCB as a form of reciprocation where employees engage in OCB to reciprocate fair or good treatment from the organization. The second view is that...

Systematically evaluates changes in people management in one case study, the London Borough of Brent, as the major arena for the regulation of employment government moves from the national to the authority level. Considers the impact of upstream decisions on mission, purpose and structure and of...

Drawing on a strategic choice model, this article examines the extent to which public service organisations have used their newly established employment relations discretion. Constrained by external pressures and upstream decisions on purpose and structure, the exercise of genuine choice is seen...

The article argues that the recent restructuring of the public service sector has provided employing units–local authorities, executive agencies and hospital trusts–with new and important choices in approaches to employment relations. It presents a model for use in the evaluation of the way...

It is argued that policy makers, in government especially, use crude output measures such as the link with performance to argue the case for, or more often against, employee participation. The paper considers the problems associated with the use of such crude output measures but argues that...

Ian Kessler and John Purcell, Fellows of Templeton College, Oxford, use data from a postal survey and case studies of organisations seeking in-depth advisory assistance from ACAS to evaluate the effectiveness of joint problem solving techniques. They find strong support from both managers and...