The changing politics of women: gender and political alignment in 11 nations

Abstract. Although there has been considerable research on the changing politics of women in advanced industrial societies, there has been little consistent, cross-national research to identify the sources of these changes. This paper uses closely comparable data collected in 11 countries in the early 1980s to examine gender differences in political alignments. The results show that in 10 of the 11 countries, women are more conservative than men, by differing degrees. The exception is Australia, where women are more leftwing than men. The sources of these gender differences are shown to be differential levels of workforce participation and religiosity between men and women. Once these and other factors are taken into account through multivariate analysis, women follow the Australian pattern and emerge as more leftwing than men in six of the 10 countries. In the remaining four countries, greater female conservatism is substantially reduced once these factors are taken into account. Various explanations to account for these patterns are discussed.     

Britain and Japan: Long-Range Images, 1900–52

The Anglo–Japanese Alliance signed in 1902 was revised substantially in 1905 and 1911. It survived the First World War and did not lapse until 1923. For two decades, it enabled Britain to withdraw its navy from East Asia, leaving its commercial interests to the protection of Japan. Meanwhile it enabled Japan to expand its influence in Korea and China. There was not an immediate breach of the alliance, but interests clashed in China in the difficult world of economic collapse in the 1930s. When they failed to come to an accommodation, Japan declared war on Britain in 1941. After the war, Britain shared with the United States the task of policing the military occupation of Japan. But when that occupation came to an end in 1952 during the anxious days of the Korean war, the vast majority of Japanese believed that their country's future rested with Washington.     

STATE AND CIVIL SOCIETY IN JAPAN

Professor Ian Neary is head of the Department of Government at Essex University. His recent publications include Human Rights in Japan, South Korea and Taiwan (Routledge, 2002) and The State and Politics in Japan (Polity Press, 2002). The following article is based on a lecture Professor Neary delivered at the Daiwa Anglo-Japanese Foundation in July 2002.     

GOVERNMENT FUNDING,EMPLOYMENT CONDITIONS,AND WORK ORGANIZATION IN NON‐PROFIT COMMUNITY SERVICES: A COMPARATIVE STUDY

The article provides a comparative exploration of New Public Management (NPM) funding models on the non‐profit sectors in the UK and Australia, and the implications for services, employment conditions, and worker commitment. A degree of convergence exists around the principles of NPM in the two case studies, creating employment regimes of low pay, casualization, and work intensification. Enhanced vulnerability to pay cuts in the UK, and insecurity in Australia are explained by national differences in exposure to recession, industrial relations institutions, and competition, leading to diminishing worker commitment and raising important concerns for policy‐makers as benefits gained from outsourcing to non‐profits are eroded.     

DEVELOPING AND UNDERSTANDING CULTURAL CHANGE IN HM CUSTOMS AND EXCISE: THERE IS MORE TO DANCING THAN KNOWING THE NEXT STEPS

Increasingly, what was formerly known as public administration is turning itself into management, while management itself is fast becoming synonymous with the management of change. These two directions meet in government calls to change the culture of the civil service, and are to be found most clearly in the Financial Management Initiative (1982), and its successor, the Next Steps (1988). While each stresses a different aspect, the core policy idea which runs through them is one of improving performance by delegating power and responsibility down the hierarchy closer to the point of delivery. In this way the bureaucratic giants which comprise the various central government departments are transformed into more adroit organizations, to the extent that it becomes appropriate to talk of giants learning to dance (Kanter 1989). This article, through a discussion of 'experiments in change' conducted in one of the largest central government giants, HM Customs and Excise, argues that teaching giants to learn to dance is easier said than done. The main focus of the article is on what giants may need to learn in order that they can become more attuned to change and it concludes with the proposition that change in central government cannot be understood or be properly managed without an appreciation of the changing context of change itself.     

PAY DETERMINATION IN THE BRITISH CIVIL SERVICE SINCE 1979

This article traces the development of pay determination in the British civil service over the last decade. It argues that after a period of instability, the pay system established at the end of the 1980s embraced rather than reconciled two competing traditions of pay determination; one based upon the importance of traditional compatibility criteria and the other stressing flexibility to meet managerial needs. As a consequence of the difficulties which emerged under these new arrangements, neither the unions nor the government have fully achieved their pay objectives. While the creation of executive agencies may herald a more fundamental change in pay determination based upon devolved structures and systems, the nature and extent of this change still depends upon resolution of the tension between competing central government concerns to retain financial control and allow agencies to adapt to meet local needs and circumstances.