Table of Contents

Restructuring Welfare Governance

Restructuring Welfare Governance

Marketization, Managerialism and Welfare State Professionalism

Edited by Tanja Klenk and Emmanuele Pavolini

This innovative book explores the introduction and impact of marketization and managerialism in social policy by adopting a dual perspective, considering both governance and human resources. Welfare governance (e.g. welfare mix, regulation, employment conditions, customer involvement) has changed significantly in the past decade. The editors and contributors collectively assesses these processes not only by comparing different policy fields and countries, but also by taking a close look inside organizations, examining the coping strategies of professionals, and how they adapt to new models of governing welfare organizations.

Chapter 9: ‘New public management’ as de-professionalization – conceptual reflections with some applications to school teachers

Uwe Schimank

Subjects: business and management, human resource management, education, management education, politics and public policy, public administration and management, social policy and sociology, comparative social policy, welfare states

Extract

For more than 30 years now, governance reforms of the public sector have been oriented by basic ideas of what is usually called ‘new public management’ (NPM) in many West European countries. Whether public administrations or hospitals, universities or the military, legal courts or art museums, opera houses or schools: Each of these and other kinds of organizations have been subjected to the general doctrine that ‘more market’ will increase the efficiency as well as the effectiveness of their service production. Nobody denies that the increasing scarcity of public finances has been and still is a powerful motivation behind the implementation of NPM. However, NPM proponents claim that the pressure to economize public services makes a virtue out of necessity. Instead of an enforced downgrading of service quality which is feared by many, they claim that, on the contrary, quality increases will result from an increased competition between and within public organizations. One category of public employees is a special target group of NPM: those who understand themselves as professionals and, based on this self-understanding, claim for themselves an extraordinary level of work autonomy. Medical doctors have been a traditional profession for centuries; school teachers are one of those occupations which have demanded professional status for themselves for some decades now, and with some success. However, when neo-liberal politicians started NPM reforms in the UK and New Zealand, they deliberately fashioned these reforms as attacks on what they perceived as unjustified privileges, ‘rent-seeking’ behaviour, and plain laziness of professionals, in particular.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information