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The current literature suggests that downsizing is a popular strategy among public sector managers to improve organizational efficiency, effectiveness, and performance. To extend this line of research, this study aims to empirically examine the effects of public sector downsizing on organizational performance in the context of the Kurdistan Region of Iraq. To determine the effects of the subdimensions of public sector downsizing on the subdimensions of public sector performance, a conceptual model is developed and examined based on qualitative data collected from a sample of 20 public sector managers in various organizations in the Kurdistan Region of Iraq. Content analysis of the interviews reveals that, as a subdimension of public sector downsizing, privatization is suggested to link to the subdimensions of public sector performance. Implications of the findings for theory and practice are discussed, and avenues for future research are recommended.

The Sourcebook introduces a framework for social analysis in Poverty and Social Impact Analysis along with a set of practical tools that address the institutional, political, and social dimensions of policy design and implementation and how these impact poverty and distributional equity. It is designed for country practitioners working in policy analysis in a range of areas, including macroeconomic, sectoral, and public sector policy.

Abhishek has spent most of his life working for a public enterprise, Bharat Sanchar Nigam Limited (BSNL), engaged in providing telecom services. As he nears his silver jubilee with BSNL, a hard decision of whether to opt for Voluntary Retirement Scheme (VRS) is thrust on him. Looking back at his career, Abhishek has several positive takeaways and believes he has more than a decade to offer his beloved organisation. However, Abhishek is also cognizant of many factors that structurally push him toward the singular alternative of separation, and the degree of volition in his decision appears strangulated.

This article raises a set of cautions regarding public value governance along two dimensions. First, it questions the common claim that public value governance poses a direct challenge to the economistic logic of neoliberalism. Second, although public value is often presented as a democratizing agenda, leading works sidestep foundational questions of power and conflict and advance prescriptions that are at odds with important democratic values. Without attending to these problems, the public value concept risks producing a new variant of neoliberal rationality, extending and strengthening the de-democratizing, market-oriented project that its proponents seek to overturn.

Purpose – The purpose of this article is to discuss the idea that new public management (NPM) would be passé. Design/methodology/approach – The article is based on a review of existing theories. Findings – The article argues that NPM has two dimensions, namely the minimization of the role of government vis-à-vis society and the improvement of the internal performance of the public sector. Whereas the first dimension is indeed more and more disputed nowadays this does not imply this also goes for the second dimension. The conclusion of this article calls for explanatory empirical research in order to explain the increasing variance in reforms among countries, by investigating which factors are determinative for decisions by governments to turn one way or the other. Practical implications – It is far from certain which way the public sector is heading in the so-called post-NPM era. Some countries are still implementing NPM-kind of reforms, either by downsizing or by introducing performance management. Other countries have chosen alternative paths. All this implies an increased variance between countries in the direction public sector reforms take. It requires quite different support from administrative sciences compared to the one-size-fits-all recommendations for public sector reforms – in conformity with the maxims of NPM – as witnessed in the past decades. Originality/value – The article contributes to the discussion about the role of NPM today. It presents original conclusions about diverging developments based on the unique comprehensive literature review on the topic.

This paper employs a new empirical approach for identifying the impact of government spending on the private sector. Our key innovation is to use changes in congressional committee chairmanships as a source of exogenous variation in state-level federal expenditures. We show that fiscal spending shocks appear to significantly dampen corporate investment activity. This retrenchment occurs within large and small states and is most pronounced among geographically concentrated firms. The effects are economically meaningful, and the mechanism—entirely distinct from interest rate and tax channels—suggests new considerations in assessing the impact of government spending on private-sector economic activity.

Institutional changes associated with the rise of shareholder value capitalism have had seemingly contradictory effects on managers and managerialism in the United States economy. Financial critiques of inefficient corporate bureaucracies and the resulting wave of downsizing, mergers, and computerization subjected managers to unprecedented layoffs during the 1980s and 1990s as firms sought to become lean and mean. Yet the proportion of managers and their average compensation continued to increase during this period. How did the rise of anti-managerial investor ideologies and strategies oriented toward reducing companies' labor costs coincide with increasing numbers of ever more highly paid managerial employees? This article examines the paradoxical relationship between shareholder value and managerialism by analyzing the effects of shareholder value strategies on the growth of managerial employment and managerial earnings in 59 major industries in the U.S. private sector from 1984 to 2001. Results from industry-level dynamic panel models show that layoffs, mergers, computerization, deunionization, and the increasing predominance of publicly traded firms all contributed to broad-based increases in the number of managerial positions and the valuation of managerial labor. Results are generally consistent with David Gordon's (1996) fat and mean thesis.

PurposeThis study aims to examine configurations of person-centered psychological change during organizational restructuring and downsizing in a public sector setting. Drawing on a social cognitive framework of organizational change the authors explore and identify the existence of different groups of employees who demonstrate varied responses (on commitment, engagement and anxiety) to restructuring and downsizing.Design/methodology/approachSurveys were collected from employees in three longitudinal waves (Time 1 N = 253; Time 2 N = 107; Time 3 N = 93, twelve months apart) at a UK public sector organization shortly before, during and after restructuring and downsizing.FindingsThree classes of response emerged based on levels of and change in anxiety, organizational commitment and work engagement: a positive “Flourishers” profile was identified along with two relatively negative response profiles, labeled as “Recoverers” and “Ambivalents”. Higher levels of job control accounted for membership of the more positive response profile; higher structural uncertainty predicted membership of the most negative response group.Practical implicationsUsing a person-centered approach, the authors form an understanding of different types of employee responses to downsizing; along with potential factors that help explain why groups of employees may exhibit certain psychological response patterns and may need to be managed differently during change. Thus, this approach provides greater understanding to researchers and managers of the varied impact that restructuring/downsizing has on the workforce.Originality/valueTo date there has been little research exploring employee responses to organizational restructuring and downsizing that has attempted to take a person-centered approach, which assumes population heterogeneity. Unlike variable centered approaches, this unique approach helps identify different patterns of employee responses to restructuring and downsizing.

On January 2019, Brazil’s new far-right president Jair Bolsonaro was sworn into office. Bolsonaro’s administration supports downsizing the Brazilian Unified Health System (SUS), while increasing the size of the private health sector. The new administration might leave millions of Brazilians without medical care, including hundreds of thousands of people living with HIV/AIDS. Bolsonaro’s administration, allied with a highly conservative Congress and sharp decreases in federal funding for public health, education and research, could jeopardize key health and human rights strategies focused on women, LGBTQ + individuals, Indigenous populations, and people living with HIV/AIDS.

Organisational restructuring involving cost-cutting, downsizing, and the acquisition and divestment of different functions is an increasingly normalised aspect of employment in both the private and public sectors. This article takes up the question of the effects of restructuring on workers through a study based on in-depth, semi-structured interviews of long-term workers in Finland’s state-owned postal service, using the concept of dignity as an analytical lens. The article distinguishes between everyday, organisational, and social dignity, using this distinction to capture how workers strove to sustain dignity in a process of organisational restructuring that generated dignity threats related to occupational devaluation. The study shows how dignity in postal work has been dependent on a particular historical configuration of public service work involving the employer organisation, employment relations, and occupational values. Cost-driven restructuring has destabilised this configuration, producing a stark separation between dignity in everyday work and the organisational indignities of restructuring in postal workers’ experiences. Feeling unable to affect organisational changes in their work, postal workers have been left to sustain dignity through everyday relationality, and by drawing intra-organisational boundaries to temporary workers and upper managers based on an occupational hierarchy of commitment and competence. The study highlights the significance of organisational support for dignity at work, particularly in relation to the dignity threats generated by prolonged processes of restructuring.