In this article, we use data collected from Wisconsin superintendents to determine the extent to which the curtailing of collective bargaining facilitated local public management reform adoption. The results show the near elimination of collective bargaining did spur substantial reform adoption in areas of performance pay and recruitment, and that longer serving superintendents and those with partisan ideologies were more likely to adopt management reforms. However, the results also indicate that curtailing collective bargaining appeared to hurt employee morale and made it more difficult to recruit and retain quality teachers. The results contribute to the public human resource literature by providing a real life case study of how public management practices change when collective bargaining is eliminated.
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