Industrial Relations in the New Europe

Industrial Relations in the New Europe

Enlargement, Integration and Reform

Edited by Peter Leisink, Bram Stejin and Ulke Veersma

This book presents an evidence-based assessment of the impact of EU enlargement on industrial relations and social standards in old and new EU Member States. It combines chapters which give an overview of the process of enlargement/integration and comparative socio-economic data at EU and national level, with chapters that present an in-depth analysis of the impact of European integration on national industrial relations. These in-depth analyses cover both a number of old EU Member States in Western Europe and new Member States in Central and Eastern Europe. The book combines supranational European, Western and Eastern perspectives on the impact of European integration.

Chapter 10: Reforming Employment Relations in the French Administration Services: Is the Status of Civil Servants an Obstacle to Efficient HRM?

Olivier Mériaux

Subjects: business and management, human resource management, social policy and sociology, labour policy


Olivier Mériaux INTRODUCTION The wave of New Public Management (NPM) that has hit all OECD countries during the two last decades has led to major changes in the inner workings of public administrations. Strongly supported and widely diffused by international institutions and private experts alike, the New Public Management’s central credo is that reforms should aim to manage public service organizations on the basis of objectives and targets, rather than observance of rules and precedents as postulated in the classic Weberian ‘Idealtype’ of bureaucracy. However, if ‘the ideas of “New Public Management” have become in essence a Zeitgest for reforming public sector management’ (Hogwood and Peters 2000, p. 4), their actual impact on employment relations seems to vary dramatically across countries. The literature on public sector reform clearly shows that the ‘paradigm shift’ towards a more business-like approach to public management has been more rapid and intense in certain countries, especially the Anglo-American democracies, than in others (Peters 1997). In their efforts to account for these national variations – or to point their fingers at those who are lagging behind – proponents of NPM are quick to denounce the specificity and excessive rigidity of the legal-institutional frameworks that define public employment relations. Indeed, in many European countries, the employment conditions of civil servants are governed by a set of statutory rules laid down by the State, as opposed to the employment contract model that governs employment relations in the private sector. In this respect, the case of France – often described as...

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