PARTNERSHIP AND PRODUCTIVITY IN THE PUBLIC SECTOR

A Review of the Literature

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By Brendan Martin and Conor Cradden

November 2006

A report commissioned by The Partnership Resource Centre

Contents

1. Introductory Summary
2. Productivity in the Public Sector
   1. Concepts of public sector productivity
   2. Public sector productivity in historical perspective
   3. Measurement of public sector productivity
   4. The impact of productivity measurement on productivity itself
3. Workplace Partnership in the Public Sector
   1. Introduction
   2. Organisation arrangements and attitudes in partnership
   3. Processes and purposes of partnerships
4. The Impact of Workplace Partnership on Public Sector Productivity
   1. Evidence linking productivity gains to partnership
   2. Discussion: Reasons why workplace partnership should improve productivity
      1. rganisational Reasons: Organisational Adaptation and the Environment for Decision-Making
      2. Relational Reasons: Commitment, Legitimacy and Mutual Trust
      3. Psychological Reasons: Control and Empowerment
   3. Workplace relationships as the foundation of individual and organisational performance
5. The Conditions for Effective Partnership
   1. Procedural and substantive guarantees
   2. The spectrum of partnership relationships
   3. Mutual gains: An uncomfortable compromise?
   4. New public management as an obstacle to partnership
6. Breaking Out of the Box: Linking Public Value to Productivity and Productivity to Workplace Partnership
   1. Public value and the governance agenda
   2. Productivity Measurement and Partnership Effectiveness
   3. Towards a partnership model of public sector reform
7. Bibliography
8. Appendix 1: Primary Sources Consulted

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