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Danny Roberts
Senior Lecturer and Head of the Hugh Lawson Shearer Trade Union Education Institute

Danny Roberts is Senior Lecturer and Head of the Hugh Lawson Shearer Trade Union Education Institute at the Consortium for Social Development and Research, The UWI, Open Campus, and Co-Chair of the Public Sector Transformation Committee

Aritcles by this author:

  • Revisiting the IMF Target of Pegging Public Sector Wages to 9% of GDP (Business)

    Public sector workers are likely to face "further postponement of their living standard dividends" while they are expected to show enthusiasm for overall fiscal reforms.

    By: Danny Roberts
  • Work, Employment Relations and the Development Agenda - The Dynamics of Change

    One of the first objectives in dealing with the changing global environment must be on preparing the workforce for a virtually unknown world in which they must possess the technical skills to survive in this new world of work. Also, our education system must seek to graduate new entrants into the workplace with attributes which provide critical thinking, global awareness, and digital literacy.

    By: Danny Roberts
  • Re-Thinking the Economic Growth Strategy Behind the IMF Agreement and Public Sector Wages

    Social Progress Index 2014 done by Michael Porter et.al shows Jamaica, despite having a PPP GDP per capita of US$7083, with a creditable index of 43 out of 132 countries examined.

    By: Danny Roberts
  • The exciting new phase of public sector transformation (Home)

    For more than three decades successive governments have promised major transformation of the public sector to make it more efficient and cost effective. Despite minimal success, these efforts have failed to achieve their majour objectives. Now it appears that the domestic and external conditions are aligned to make success possible.

    By: Danny Roberts
  • Talent Management: Motivating employees in a Competitive Workplace and a Shrinking Economy

     In today’s challenging global environment, fuelled by the worldwide economic recession and weak prospects for sustainable growth, particularly in developing countries, organisations are challenged to find the right mix of solutions to create the competitive edge needed to ensure their survival in the marketplace. Many of these organisations realise that beyond the necessary technological changes they have to make, the newly emerging business paradigm also compels them to be much more creative and innovative. Unfortunately what stands in the way of this much needed change is the ‘unfreezing’ of the inhibiting traditional corporate culture and human behaviour at the workplace.

    By: Danny Roberts