Solving the labour problem among professional workers in the UK public sector: Organisation change and performance management

This paper draws together evidence from across the UK public services to present an analysis of public sector organisational change that has been observed and experienced since the 1980s. The argument is that the pattern of persistent change, packaged as a myriad of reform measures, has been centrally concerned with solving the labour problem-low worker productivity and managers not being able to manage-in what are labour intensive services. The now familiar managerial discourse of empowerment and high commitment working practices is highlighted and express linkages are drawn between such themes and the day-to-day practices of performance and human resource management, seen here to be key levers in solving the same labour problem through a reduction in the quality of working lives of many public service workers. © 2009 Springer Science+Business Media, LLC