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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)
Zhang-Rauch (p. 64-70)
Alam-Yasin (p. 71-78)
Mattare-Monahan-Shah (p. 79-94)
Nonis-Hudson-Hunt (p. 95-106)


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


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.