Abating the Consequences of Managerialism on the Forgotten Employees: The Issues of Support,Control, Coping,and Pay

With the widespread and continuing adoption of managerialism in the public sector, ignoring the impact of change on employees could prevent managerialism from achieving its goals. Subsequently, this study investigates the efficacy of an augmented demand-control-support (D-C-S) model in predicting three of the key employee outcomes in the context of organizational change—psychological health, job satisfaction, and organizational commitment. Analyses of a survey of 207 employees in the Australian public sector, a sector that has undergone, and continues to undergo, substantial change toward managerialism, found that the augmented D-C-S model explained a significant proportion of the employee outcomes in the public sector context. The most important variables were work-based social support and job control. Coping style and perceptions of work conditions, such as pay, were also significant. The augmented D-C-S model provides a useful, proven tool for managers operating within the contemporary public sector.     

THE “INVASION” OF MANUFACTURED CIVIL SOCIETY: GOVERNMENT–NONPROFIT PARTNERSHIPS IN A BRAZILIAN STATE

The growth of the nonprofit sector in Brazil has been conceptually similar to that of the Anglo‐Saxon Third Way, where the government promotes the creation of partnerships with civil society. This process has been criticized for creating a “manufactured civil society”. This study will investigate whether the same pattern can be observed in the Brazilian context, particularly within the Management Shock Reform implemented by Minas Gerais, one of the principal Brazilian states. Management Shock is guided by a governmental partnership discourse that promotes contractual partnerships with both businesses and nonprofits. We opted for a bottom‐up oriented research approach, aiming to comprehend the rationale for initiating and sustaining the partnerships revealed in the narratives that emerged from both government and nonprofit partners. Data were collected through semistructured interviews and content analysis of documents and the media. Results show the predominance of agency‐type partnerships, highlighting the centrality of the government and its techno‐bureaucratic role in fostering and maintaining Organização da Sociedade Civil de Interesse Público or Civil Society Organization of Public Interest designs. Differing from the Anglo‐Saxon context, we observed the “invasion” of market‐driven values in nonprofits and, to some extent, in government narratives. Copyright © 2011 John Wiley & Sons, Ltd.