Overview
The public sector currently employs around 40 percent of all union members in the United States. Pressures for cost-effective and quality government services have placed new demands on the labor-management relationship. A fluctuating set of expectations about the appropriate responsibilities of government and a shifting political culture are severely testing the ability of the public sector to meet demands for increased accountability and expanded services. Especially in an age of knowledge workers, the traditional division between labor and management regarding leadership and work may no longer be viable. Going Public examines the forces affecting labor and management and the prospects for adopting service-oriented cooperative relationships as a key strategy for meeting the expanded demands on the public sector. Contributors: Robert R. Albright, Rensselaer Polytechnic Institute; Lorenzo Bordogna, University of Milan; Jonathan Brock, University of Washington; John F. Burton Jr., Rutgers University; Adrienne E. Eaton, Rutgers University; Stephen Goldsmith, Harvard University; Jeffrey H. Keefe, Rutgers University; Charles Kerchner, Claremont Graduate School; David B. Lipsky, Cornell University; Martin H. Malin, Chicago-Kent College of Law; Marick F. Masters, University of Pittsburgh; Sonia Ospina, New York University; Terry Thomason, University of Rhode Island; Robert M. Tobias, American University; Paula B. Voos, Rutgers University; Allon Yaroni, New York University
Full Product Details
Author: Jonathan Brock, QC ,
David B. Lipsky
Publisher: Cornell University Press
Imprint: Cornell University Press
Dimensions:
Width: 15.20cm
, Height: 1.20cm
, Length: 22.90cm
Weight: 0.454kg
ISBN: 9780913447864
ISBN 10: 0913447862
Pages: 300
Publication Date: 15 October 2003
Audience:
College/higher education
,
Professional and scholarly
,
Undergraduate
,
Postgraduate, Research & Scholarly
Format: Paperback
Publisher's Status: Active
Availability: Awaiting stock
The supplier is currently out of stock of this item. It will be ordered for you and placed on backorder. Once it does come back in stock, we will ship it out for you.
Reviews
The contribution of Going Public is in its identification of the source of tensions between the rhetoric and (limited) practice of labor-management co-operation in the United States and the reality of its political and legal barriers. -Bernadine van Gramberg, Journal of Industrial Relations, September 2004
The contribution of Going Public is in its identification of the source of tensions between the rhetoric and (limited) practice of labor-management co-operation in the United States and the reality of its political and legal barriers. Bernadine van Gramberg, Journal of Industrial Relations, September 2004
<p> The contribution of Going Public is in its identification of the source of tensions between the rhetoric and (limited) practice of labor-management co-operation in the United States and the reality of its political and legal barriers. -Bernadine van Gramberg, Journal of Industrial Relations, September 2004
<p> The contribution of Going Public is in its identification of the source of tensions between the rhetoric and (limited) practice of labor-management co-operation in the United States and the reality of its political and legal barriers. Bernadine van Gramberg, Journal of Industrial Relations, September 2004
""The contribution of Going Public is in its identification of the source of tensions between the rhetoric and (limited) practice of labor-management co-operation in the United States and the reality of its political and legal barriers.""-Bernadine van Gramberg, Journal of Industrial Relations, September 2004
Author Information
David B. Lipsky is Professor in the School of Industrial and Labor Relations, and Director of the Institute on Conflict Resolution, at Cornell University. He is coeditor of Going Public, also from Cornell, and coauthor of Emerging Systems for Managing Workplace Conflict. He is the President-Elect of the Labor and Employment Relations Association (LERA).
