000			01769naa a2200181uu 4500
001			7031917054523
003			OSt
005			20190211162844.0
008			070319s2007 xx ||||gr |0|| 0 eng d
100	1		_aLYONS, Michael. _931662
245	1	0	_aNew public management and 'photocopy' bargaining in the Australian public service
260			_aOxford : _bBlackwell Publishers Limited, _cJune 2006
520	3		_aThe industrial relations policy of the Federal Coalition Government is to encourage industrial bargaining to occur at the enterprise or individual level, free from 'outside' influences. While it encourages devolved bargaining at the agency and individual level within the Public Service (Australian Public Service) this policy creates tensions with its role as a centralized policy maker, economic manager and employer of the APS workforce. It also conflicts with the APS' adoption of New Public Management. In practice, the government retains considerable centralised control over agency bargaining outcomes, which is a de facto method of pattern bargaining. By analysing the substantive outcomes from nine APS agency level certified agreements (hours of work, pay and leave entitlements), the article discusses whether this one size fits all' model is evidence of an appreciation that public sector industrial relations is separate and distinct from private sector industrial relations, or another example of duplicity in the federal coalition government's ideology driven approach to industrial relations
700	1		_aINGERSOLL, Louise _931663
773	0	8	_tAustralian Journal of Public Administration _g65, 2, p. 83-94 _dOxford : Blackwell Publishers Limited, June 2006 _xISSN 0313-6647 _w
942			_cS
998			_a20070319 _b1705^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c23251 _d23251
041			_aeng