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To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-9299.2010.01846.x Byline: CHRIS LONSDALE (1), IAN KIRKPATRICK (2), KIM HOQUE (3), ALEX DE RUYTER (4) Abstract: The worldwide expansion in the use of private firms to deliver public services and infrastructure has promoted a substantial literature on public sector contract and relationship management. This literature is currently dominated by the notion that supplier relationships should be based upon trust. Less prominent are more sceptical approaches that emphasize the need to assiduously manage potential supplier exploitation and opportunism. This article addresses this imbalance by focusing upon the recent experience of the English National Health Service (NHS) in its dealings with its nursing agencies. Between 1997 and 2001, the NHS was subjected to considerable exploitation and opportunism. This forced managers to adopt a supply strategy based upon an assiduous use of e-auctions, framework agreements and quality audits. The article assesses the effectiveness of this strategy and reflects upon whether a more defensive approach to contract and relationship management offers a viable alternative to one based upon trust. Author Affiliation: (1)Chris Lonsdale is in the Business School, University of Birmingham. (2)Ian Kirkpatrick is in the Business School, University of Leeds. (3)Kim Hoque is in the Business School, University of Nottingham. (4)Alex de Ruyter is in the Business School, University of the West of Scotland. Article History: Date received 8 August 2008. Date accepted 8 February 2009.

To purchase or authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-9299.2007.00704.x Byline: KIM HOQUE (1), IAN KIRKPATRICK (2) Abstract: In recent times, the UK has witnessed a steady growth in the use of agency workers to fill core professional roles in public sector organizations. Similar trends have been noted elsewhere, particularly in Australia and the US. In this paper our objective is to explore some of the consequences of this growth, drawing on case study research on social services. We point to a number of problems associated with the management of agency workers and to the potentially negative consequences for the quality of services. These problems, in turn, may impact on key aspects of a (largely functional) public service employment model founded on strong internal labour markets, employment stability and collegial ethos. We also note that while there are ways in which public organizations can manage this situation, certain constraints may prevent them from doing so. Author Affiliation: (1)Kim Hoque is Professor of Human Resource Management, Nottingham University Business School (2)Ian Kirkpatrick is Professor of Work and Organisation, Leeds University Business School. Article History: Date received 28 October 2005. Date accepted 2 July 2006.

Arguably, the government's aim of using the reward of 'earned autonomy' and Foundation Trust status as an incentive to improve performance in the NHS will only be effective if Trust managers view greater autonomy as both desirable and realistic. This article examines this issue by investigating the extent to which members of an NHS Trust's senior management team perceive themselves as autonomous, the factors most likely to hinder their ability to operate autonomously, and the extent to which managers want greater autonomy. In the event, autonomy was largely restricted by extensive centrally dictated targets. Entrenched professional interests and a lack of managerial skills on the part of clinician managers suggested limitations on the extent to which autonomy can be realistically devolved. Additionally, there was little belief among managers that greater autonomy would enable healthcare services to be delivered more effectively.