Non-profits and the 'hollowed out' state: the transformation of working conditions through personalising social care services during an era of austerity

Research output: Contribution to specialist publicationSpecial issue

5 Citations (Scopus)

Abstract

This article explores the impact of state reforms to increase customer authority in social care at a time of public sector austerity in Scotland. The article focuses on the implications of these reforms for state – non-profit relations and the latter’s employment policies. The study proposes a theoretical framework to explore these themes using insights from the ‘hollowing out’ thesis (Jessop, 2002: Rhodes: 1994) and the customer orientated bureaucracy concept (Korczynski, 2002). The results show how non-profits responding to customer authority from personalisation and deep public expenditure cuts introduce a range of ‘soft’ and ‘hard’ Human Resource Management (HRM) reforms to secure employee flexibility and commitment. Workers, in turn, face multiple demands to ‘fit’ with customer needs. The combination of management rationalisation programmes and personalisation also means employees experience a degradation in employment conditions, although some increases in skills are apparent.
LanguageEnglish
Pages649-668
Number of pages20
Volume30
No.4
Specialist publicationWork, Employment and Society
DOIs
Publication statusPublished - 1 Aug 2016

Fingerprint

Social care
Working conditions
Employees
Personalization
Authority
Employment policy
Rationalization
Workers
Bureaucracy
Public sector
Public expenditure
Human resource management
Employment conditions
Degradation
Scotland
Theoretical framework
Customer needs

Keywords

  • austerity
  • personalisation
  • the state
  • non profit
  • customer

Cite this

@misc{eb13c1d84fcb4eccbf9e2308ff581525,
title = "Non-profits and the 'hollowed out' state: the transformation of working conditions through personalising social care services during an era of austerity",
abstract = "This article explores the impact of state reforms to increase customer authority in social care at a time of public sector austerity in Scotland. The article focuses on the implications of these reforms for state – non-profit relations and the latter’s employment policies. The study proposes a theoretical framework to explore these themes using insights from the ‘hollowing out’ thesis (Jessop, 2002: Rhodes: 1994) and the customer orientated bureaucracy concept (Korczynski, 2002). The results show how non-profits responding to customer authority from personalisation and deep public expenditure cuts introduce a range of ‘soft’ and ‘hard’ Human Resource Management (HRM) reforms to secure employee flexibility and commitment. Workers, in turn, face multiple demands to ‘fit’ with customer needs. The combination of management rationalisation programmes and personalisation also means employees experience a degradation in employment conditions, although some increases in skills are apparent.",
keywords = "austerity, personalisation, the state, non profit, customer",
author = "Ian Cunningham",
year = "2016",
month = "8",
day = "1",
doi = "10.1177/0950017016636983",
language = "English",
volume = "30",
pages = "649--668",
journal = "Work, Employment and Society",
issn = "0950-0170",

}

TY - GEN

T1 - Non-profits and the 'hollowed out' state

T2 - Work, Employment and Society

AU - Cunningham, Ian

PY - 2016/8/1

Y1 - 2016/8/1

N2 - This article explores the impact of state reforms to increase customer authority in social care at a time of public sector austerity in Scotland. The article focuses on the implications of these reforms for state – non-profit relations and the latter’s employment policies. The study proposes a theoretical framework to explore these themes using insights from the ‘hollowing out’ thesis (Jessop, 2002: Rhodes: 1994) and the customer orientated bureaucracy concept (Korczynski, 2002). The results show how non-profits responding to customer authority from personalisation and deep public expenditure cuts introduce a range of ‘soft’ and ‘hard’ Human Resource Management (HRM) reforms to secure employee flexibility and commitment. Workers, in turn, face multiple demands to ‘fit’ with customer needs. The combination of management rationalisation programmes and personalisation also means employees experience a degradation in employment conditions, although some increases in skills are apparent.

AB - This article explores the impact of state reforms to increase customer authority in social care at a time of public sector austerity in Scotland. The article focuses on the implications of these reforms for state – non-profit relations and the latter’s employment policies. The study proposes a theoretical framework to explore these themes using insights from the ‘hollowing out’ thesis (Jessop, 2002: Rhodes: 1994) and the customer orientated bureaucracy concept (Korczynski, 2002). The results show how non-profits responding to customer authority from personalisation and deep public expenditure cuts introduce a range of ‘soft’ and ‘hard’ Human Resource Management (HRM) reforms to secure employee flexibility and commitment. Workers, in turn, face multiple demands to ‘fit’ with customer needs. The combination of management rationalisation programmes and personalisation also means employees experience a degradation in employment conditions, although some increases in skills are apparent.

KW - austerity

KW - personalisation

KW - the state

KW - non profit

KW - customer

U2 - 10.1177/0950017016636983

DO - 10.1177/0950017016636983

M3 - Special issue

VL - 30

SP - 649

EP - 668

JO - Work, Employment and Society

JF - Work, Employment and Society

SN - 0950-0170

ER -