英语论文网

Abstract
Police pay and conditions in the UK are governed by a unique mechanism, the Police Negotiating Board. This paper reviews the circumstances in which it was set up and examines the outcomes, relative to other public service workers, over the first twenty years of its operation. Recent developments highlight the role of ministerial intervention and raise questions about the relationship between the PNB negotiating system and working practice at police force level.

1. Introduction: a brief history
The New Labor government has shown its willingness to tackle head-on number of areas of public-sector activity, such as Education and the health service, where it believes there is a need for greater effectiveness and quality of service in the public interest. A recent example is the police service, where the pay, conditions and deployment of police resources are now subject to form of ministerial intervention that runs counter to the collective bargain-in practice that has been built up over a period of over twenty years. This makes it an appropriate time to consider that practice and the underlying institutional arrangements, to assess how police bargaining practice has performed, and to comment on the rationale for, and consequences of, the latest intervention.

Surprisingly, there has been little or no major academic consideration of the unique arrangements for the determination of police pay in the United Kingdom, which was established in 1979. Voluntary collective bargaining takes place within a national negotiating body under independent chairman-ship, supported by an independent secretariat. Although there is no national police force in the United Kingdom, pay and conditions have been set centrally since the Westborough Committee Report of 1919, with national rates of pay. In the post-1945 period strains became evident. Ad hoc committees of review (Oakley 1949: Trust ram Eve 1951) did nothing to resolve the longer-term problems, and in 1959 a Royal Commission was set up under the chairmanship of Sir Henry Will ink, which recommended a formula foray negotiation to allow for the fact that the police have no right to strike (Royal Commission on the Police 1962).1 To implement this, in 1964 the Police Act established the Police Council for Great Britain (revised to include Northern Ireland in 1969). The Council, based on the Whitley Council model, had an Official and a Staff Side, with a statutory constitution and rules of procedure approved by the Home Secretary. The chairman was elected annually, alternating between the sides.

References
Bailey, R. (1994). `Annual Review Article: 1993'. British Journal of Industrial Relations, 32: 113±36.
Bur chill, F. (2000). `The Pay Review Body system: a comment and a consequence'. Historical Studies in Industrial Relations, 10: 141±57.
Carter, B. and Fairbrother, P. (1999). `The transformation of British public-sector industrial relations: from ``model employer'' to market zed relations'. Historical Studies in Industrial Relations, 7: 119±46.
Culling, T. (2001). `Human resource management in the public sector'. In I. Bardwell and L. Holden (eds.), Human Resource Management, 3rd end. London: Pearson Education.
Dunleavy, P. and Hood, C. (1994). `From old public administration to new public management', Public Money and Management, 14: 34±43.
Edmund-Davies Committee (1978). Committee of Inquiry on the Police: 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。