[雙語(yǔ)翻譯]公共管理外文翻譯--非營(yíng)利社區(qū)服務(wù)中的政府資助、就業(yè)條件和工作組織一項(xiàng)比較研究（英文）

1、doi: 10.1111/padm.12060GOVERNMENT FUNDING, EMPLOYMENT CONDITIONS, AND WORK ORGANIZATION IN NON-PROFIT COMMUNITY SERVICES: A COMPARATIVE STUDYIAN CUNNINGHAM, DONNA BAINES AND SARA CHARLESWORTHThe article provides a compar

2、ative exploration of New Public Management (NPM) funding models on the non-profit sectors in the UK and Australia, and the implications for services, employment conditions, and worker commitment. A degree of convergence

3、exists around the principles of NPM in the two case studies, creating employment regimes of low pay, casualization, and work intensification. Enhanced vulnerability to pay cuts in the UK, and insecurity in Australia are

4、explained by national differences in exposure to recession, industrial relations institutions, and competition, leading to diminishing worker commitment and raising important concerns for policy-makers as benefits gained

5、 from outsourcing to non-profits are eroded.INTRODUCTIONThe impact of New Public Management (NPM) on employment conditions for those employed in public service delivery has varied across nation states (Diefenbach 2009; B

6、ach and Bordogna 2011). NPM has also involved the outsourcing of public services to non-profit organizations. In such circumstances, it is felt that the full effects of NPM and its cost-cutting tendencies and concerns ov

7、er working conditions will be most pronounced, and subject to less variability. This is because the further workers are from the source of the outsourcing process, the greater the likelihood that they will experience deg

8、radations in their working conditions (Flecker et al. 2009). This is potentially problematic as non- profit workers can become disenchanted when their employment conditions are reduced (Cunningham 2008), or perhaps just

9、as importantly when their commitment to making a difference is frustrated by perceptions that NPM-inspired government funding models fail to fully recognize and address the needs of clients (Thompson and Bunderson 2004).

10、 Most work exploring the impact of NPM on non-profit workers is country specific (Baines 2004a; Cunningham 2008), with few international comparative studies. This article begins to meet this gap through drawing from a qu

11、alitative study of two non-profit organizations in Australia and the UK. The article explores three questions:1. How do NPM-influenced government regulations and funding mechanisms shape relations with non-profit organiz

12、ations providing public services? 2. What are the implications from these regulatory and funding pressures for terms and conditions of employment, work organization, and service provision in non-profit social service org

13、anizations? 3. What impact do these implications have on management–employee relations and worker orientations?Ian Cunningham is in the Department of Human Resource Management, University of Strathclyde, Glasgow, UK. Don

14、na Baines is in the Department of Labour Studies and Social Work, McMaster University, Hamilton, Ontario, Canada. Sara Charlesworth is in the Centre for Work and Life, University of South Australia, Adelaide, Australia.P

15、ublic Administration Vol. 92, No. 3, 2014 (582–598) © 2014 John Wiley Arup et al. 2006); the way such forces interact directly and indirectly with legal regulation leads to particular outcomes in specific contexts

16、(Lessig 1998). This approach is exemplified by Braithwaite et al.’s (2007) study of aged care and has been taken up in the Australian health and community services sectors by Kaine (2009) and Charlesworth (2012). This ar

17、ticle focuses on the regulatory mechanism of the market created through the contracting out under NPM. It regulates through setting the price for the services tendered for, which in turn imposes a distinct set of constra

18、ints on individual and collective behaviour (Lessig 1998). These constraints are anticipated to have detrimental effects on employment in non-profits, including: pay and conditions; job insecurity because of the prolifer

19、ation of short-term contracts and competition; work intensification brought on through demands from funders for more or the same level of services with fewer resources; and possible deleterious effects on employee commit

20、ment. To further explore the impact of these market relations on employment, labour process scholarship provides useful insights, particularly the impact of lean work organization on work intensification, flexibility, an

21、d increased demands for documentation. Such an analysis of the impact of funding structures on work organization and workers’ conditions has been documented in a number of Canadian and British studies (Evans and Shields

22、2002; Baines 2004a, 2004b; Cunningham 2008; Aronson and Smith 2010) but has been less explored in a cross-national perspective. Added to this scrutiny of the labour process is a concern to explore beyond NPM’s narrow pre

23、scription of ‘good’ care to understandings of such work that are based on relationships between carers and service users (Atkinson and Lucas 2013). The Straussian concept of ‘a(chǎn)rticulation work’ (see Junor et al. 2008) is

24、 useful, for example, in revealing tasks representing the hidden ‘glue’ undertaken in non-profit services. This concept embraces work beyond the one-off ‘transactions’ on which analysts of interactive front-line work foc

25、us. Articulation work involves attending and sequencing simulta- neously to a range of different competing demands, responding to contingencies, and working around obstacles. It involves negotiating relationships within

26、and across author- ity lines, organizational boundaries, and cultural groups, interweaving team members’ own activities into overall work-flow, and keeping work processes on track. Such work is integral to the labour pro

27、cess in social services, yet remains substantially unrecognized in funding models and outcome measures and forms a key part of structures of work intensification in the sector (Kosny and MacEachen 2010). These effects ar

28、e mediated by other factors, however. Within such inter-organizational relations, for example, power relations between parties ebb and flow, altering their ‘negotiated order’ (Truss 2004). Non-profit organizations avoid

29、complete subjugation to government institutional and cost pressures through operating in niche markets, having a diversity of funders across a wide geographic area and engaging in partnership relations (Cunningham 2008).

30、 Such market positions can change, however, as funders embark on further waves of restructuring or change priorities (Cunningham and James 2011), an emerging example being the individualization/personalization of care wh

31、ich shares characteristics of NPM, such as ‘choice’, power to the user, and lower costs (Needham 2011). Restructuring can also arise through factors not directly related to NPM such as national differences in vulnerabili