Publications

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Recent Publications

Do the Public Back More Reform of Public Services? An overview of the latest opinion research

Do the Public Back More Reform of Public Services? An overview of the latest opinion research

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This research briefing gives an overview of the public’s attitudes to key issues of public services reform – specifically, issues of choice, quality and the use of more providers from outside the state, including charities, social enterprises and businesses. It uses new polling carried out for this study, as well as examining what is known from existing research.

Mind the Gap: The size and costs of pay differentials between the public and private sectors in the UK

Mind the Gap: The size and costs of pay differentials between the public and private sectors in the UK

Mind the Gap examines how public and private wages differ in local areas. It demonstrates a complex picture of mismatches between the wages one might expect individuals to receive based on their characteristics and types of job, and the public sector wages they receive: pay differentials vary dramatically both across and within regions and across the pay distribution.

Local Pay, Local Growth: Reforming pay setting in the public sector

Local Pay, Local Growth: Reforming pay setting in the public sector

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Rebalancing the pay and pensions of public sector workers so that they are in line with that of equivalent workers in the private sector would save £6.3 billion a year in public spending. This money would be better spent on tackling local unemployment and could create at least 288,000 private sector jobs in some of the areas of the country suffering most from the impact of the recession.

Executive Compensation: Rewards for success not failure

Executive Compensation: Rewards for success not failure

All company directors should be forced to repay bonuses if they underperform. Executive Compensation advocates introducing “clawbacks” to all bonus contracts as the best way to end rewards for failure in the boardroom. Clawback would also be an effective way of ensuring shareholders are able to reduce the outgoing pay of a poor performing director who had decided to resign.

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