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Issue 5(1), October 2010 -- Paper Abstracts

Girard  (p. 9-22)

Cooper (p. 23-32)

Kunz-Osborne (p. 33-41)

Coulmas-Law (p.42-46)

Stasio (p. 47-56)

Albert-Valette-Florence (p.57-63)

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Nonis-Hudson-Hunt (p. 95-106)

JOURNAL OF MANAGEMENT POLICY AND PRACTICE

Public Sector Reforms and Democracy: The Case of Fiji

Author(s): Subhash Appana

Citation: Subhash Appana, (2011) "Levels of Involvement and Retention of Agents in Call Centres: Improving Well-Being of Employees for Better Socioeconomic Performance" Journal of Management Policy and Practice, Vol. 12, Iss. 5, pp. 72 - 85

Article Type: Research paper

Publisher: North American Business Press

Abstract:

In Fiji, the public sector reform process began in 1985 and went through a number of stages that were

closely tied to largely political re-directions and attendant imperatives. When it resumed in 2001 a

number of initiatives increasingly brought into question one of the key assumptions of NPM: that the

country has a democratic framework of governance. This paper first establishes the theoretical link

between NPM and democracy and then analyzes a number of key reforms in order to centralize and

discuss the importance of a functioning democratic framework and attendant institutions of control for

successful reforms in Fiji.