Internal Whistle‐Blowing in the Public Service: A Matter of Trust

Although employee reporting of workplace ethical violations is recognized as an important measure for managing the integrity of the public service, not many public employees who have observed ethical violations actually report them. This article examines and compares the links between employee perceptions of trustworthiness of different organizational members and internal whistle‐blowing. It differentiates between trustworthy coworkers, supervisors, and senior managers. It uses cross‐sectional data from 10,850 employees in the Australian Public Service in 2013 and 2016, which are aggregated to construct longitudinal data for 60 organizations. Among the three groups examined, perceptions of trustworthy senior managers are found to be most strongly related to internal whistle‐blowing.     

The use of mindfulness to promote ethical decision making and behavior: Empirical evidence from the public sector in Thailand

The study has two main purposes. First, the study explores core ethical values and behaviors from the perspective of Thai public service organizational leaders. Second, the study investigates the extent to which public sector leaders in Thailand consider Buddhist-based mindfulness practice to be a potentially effective mechanism for reinforcing core ethical values and behaviors in the public sector in Thailand. Using interview data derived from in-depth semi-structured interviews with 12 senior public sector officials in Thailand, the analysis elicits four dimensions of core ethical values and behaviors that are perceived by Thai public service organizational leaders as central to ethical behavior in the public sector. The study also sheds light on the interviewees' positive perceptions towards mindfulness and the role its associated practices can play in promoting ethical decision making and behavior in the public sector in Thailand.     

A Call to Action—The Essential Role of Advocacy

Editor's Note: The Perspectives featured in this issue of Public Administration Review were adapted from May 2016 commencement addresses: Anna Maria Chavez, the CEO of the Girl Scouts of the USA, spoke on the 12th at Arizona State University's College of Public Service and Community Solutions; Nancy Pelosi, the Democratic Leader in the United States House of Representatives spoke on the 7th at New York University's Wagner School of Public Service; and Tommy Thompson, the former Governor of Wisconsin and Secretary of Health & Human Services, spoke on the 15th at the University of Wisconsin's La Follette School of Public Affairs. These Perspectives reaffirm the highest principles of American public administration: that by and large, government is NOT the problem, and quite often indeed holds the solution; that effective and helpful public policy depends on informed expert opinion and research; and that those who enter public service should do so with a commitment to the notion that America best fulfills its promise when we seek the well‐being of all people, including the least fortunate. We chose these messages from among a wealth of commencement speeches because while they come from leaders with quite different political views, background, and experience, taken together they offer a coherent and inspiring call to public service. Dan Feldman, Perspective and Commentary Editor     

Unanswered questions in service provision for modernizing states

In ‘Innovations in the provision of public goods and services’ (Pinto, R. (1998). Public Administration and Development, 18 (4): 387–397), Pinto contributes to the ongoing policy debate on service provision in two important ways. First, he points out that service provision reform is a complex, evolutionary process that is at once political and economic. Second, he argues that public management and administration, rather than becoming obsolete, will have to become more naunced and refined as governments increasingly allow private sector and citizen participation in the delivery of services. Both these propositions could be further developed by acknowledging the ongoing redefinition of what makes services ‘public’. Governments in developing countries will successfully redefine the ‘public’ character of services only when they resolve the enduring trade-offs between efficient delivery and distributive justice, between the roles of citizen and consumer. Copyright © 1998 John Wiley & Sons, Ltd.     

A Senator's Personal Reflections on Public Service

The Honorable Mary Landrieu, U.S. senator from Louisiana since 1997, addressed the 2013 annual meeting of the American Society for Public Administration (ASPA) at a luncheon honoring four Louisianans for their public service. They included General Russel L. Honoré, U.S. Army; Chancellor James L. Llorens, Southern University at Baton Rouge; Mayor Mitch Landrieu, City of New Orleans; and Professor Astrid Merget, Public Administration Institute at Louisiana State University Baton Rouge and honorary co‐chair of the 2013 ASPA Conference. In her remarks, Senator Landrieu reflected on her lineage in public service.     

Public Service Motivation Research: Lessons for Practice

Public service motivation research has proliferated in parallel with concerns about how to improve the performance of public service personnel. However, scholarship does not always inform management and leadership. This article purposefully reviews public service motivation research since 2008 to determine the extent to which researchers have identified lessons for practice. The results of the investigation support several lessons—among them using public service motivation as a selection tool, facilitating public service motivation through cooperation in the workplace, conveying the significance of the job, and building leadership based on public service values. These results are important because they offer evidence that the field is coalescing around tactics that managers and leaders can use to address enduring concerns about employee motivation in the public sector. They also prompt us to articulate ideas that can guide a tighter integration of research and practice moving forward.     

Independence and Responsiveness – Re‐tying the Gordian Knot

Striking the Balance: Public Service Independence and Responsiveness ‐ an Institute of Public Administration Australia roundtable in conjunction with the Australia and New Zealand School of Government and the Academy of Social Sciences in Australia, 14 March 2008. The roundtable consisted of around 60 participants consisting of former federal and state/territory ministers, ministerial advisers, current and former public servants, media and think tank representatives and a multi‐disciplinary range of academics.     

An Invidious Position? The Public Dance of the Promiscuous Partisan

Public service mandarins were once largely anonymous, diligently wielding their great power behind the scenes while their political masters performed on the front stage. Things have changed. Today, civil service leaders are appearing publicly more often, in more places and to a wider range of audiences than ever before. This article examines the extent to which this decline in anonymity impacts on traditions of civil service impartiality within the Westminster system. It draws on the late Peter Aucoin's concept of ‘promiscuous partisanship’ to examine how contemporary mandarins in the United Kingdom, Canada and Australia face accusations of having compromised their impartiality by advocating for the policy agenda of the government of the day. The article argues that what has changed is not that civil service leaders have suddenly become partisan, but rather that they have become more ‘public’, allowing for perceptions of partisanship to emerge.     

If They Endorse It,I Can't Trust It: How Outgroup Leader Endorsements Undercut Public Support for Civil War Peace Settlements

Civil wars are a greater source of violence than any other type of conflict, yet little is known about one of the key determinants of civil war peace settlement success: civilian support. We evaluate how a core component of nearly all peace settlements, leader endorsements, affects public support. We predict that individuals in conflict settings will view settlements endorsed by outgroup leaders as less trustworthy and that they will become less supportive. We conduct an endorsement experiment with nearly 1,000 respondents in South Sudan in 2016, taking advantage of a brief cessation in a devastating civil war. Public support for a tentative settlement drops precipitously when it is endorsed by an outgroup leader but does not increase when it is endorsed by an ingroup leader. We find suggestive evidence that effects are strongest for individuals with the greatest reason to fear outgroup leaders: those whose communities were targeted most violently by that outgroup.     

Homogeneous National Management Policies or Autonomous Choices by Administrative Units? Inter- and Intra-Country Management Tools Use Variations in European Central Government Administrations

ABSTRACT

This article presents an original research on the use of management tools in central government departments and agencies in 16 European countries. It is based on a survey conducted among senior managers (n?=?5,998). The analysis shows that the use of management tools results from a combination of top-down implementation of a list of management tools at the national level, combined with a bottom-up independent selection of tools by administrative units. The variation in management tool use depends on the type of tool. While the uses of a HRM tool, such as performance-related pay, or a financial tool, such as risk management, are heavily influenced by national public management policies, service quality-type tools, such as user surveys or quality management systems, tend to be chosen in a more autonomous manner by different administrative units, especially agencies.     

REGIONAL DEVELOPMENT VIEWED FROM SYDNEY

This conference on "Public Administration in Co-operative Federalism", fittingly convened by the Royal Institute of Public Administration, is a most timely one. It is tangible evidence that co-operative federalism is not only possible but, in many areas, positively flourishes, and it provides an opportunity for those of us with state or federal responsibilities in public administration to state our problems fairly and frankly and seek ways of extending co-operation to secure future prosperity for Australia.     

Epistemic Community or Tower of Babel? Theoretical Diffusion in Public Administration

This article takes a comparative look at the development of the public administration discipline in three countries: Australia, Brazil and Canada. The nature of the international public administration academic community is assessed through content analysis of articles in the Australian Journal of Public Administration (AJPA), Revista de Administração Pública (RAP), and Canadian Public Administration (CPA). The method is based on that used by existing United States (US) research, allowing for comparison with that national context. The focus is on the diffusion of theoretical approaches between these national contexts, assessing whether the international public administration discipline better approximates an epistemic community, in which theoretical approaches move seamlessly between the national contexts; or a ‘Tower of Babel’, in which the different national contexts remain largely isolated.     

How Best‐Practice Public Administration is Quietly Transforming Victoria

Drawing on interviews with nine Victorian Fellows of the Institute of Public Administration Australia, this article documents examples of successful public sector reforms in Victoria. Examples include the following: a reduction in road fatalities, a reduction in household water consumption, securing Melbourne's liveability despite significant population growth, service and infrastructure delivery, and improved collaboration aimed at addressing family violence and emergency management. The interviews also pointed to promising early commissioning work, designing and creating new markets. Bipartisan support was common to most of the examples, which involve both market and non‐market approaches. The reforms documented in this article make it clear that public servants are contributing to making Victoria a better place.     

Leading and Learning through Dynamic Performance Management in Government

Performance management in government is at a crossroads. The advent of big data and advances in technological and analytical tools have provided opportunities to measure and track a wider variety of internal and external indicators on a more timely basis. Public leaders require new vision and capacity to design and manage knowledge-building systems. This article provides two tools: (1) a more comprehensive open systems performance management framework and (2) a model of leadership needed to orchestrate such systems—knowledge brokers who orchestrate the demand for and supply of evidence. This article recommends that public agencies strategically build evidence to better track measures of the effects of governmental actions on public value and their intended and unintended consequences on the ecosystem; articulate, measure, and test the assumptions built into their operating models; and learn from routine monitoring of the dynamic environment in which their organizations strive to achieve their missions.     

Institutions or Contingencies? A Cross‐Country Analysis of Management Tool Use by Public Sector Executives

Management tools are often argued to ameliorate public service performance. Indeed, evidence has emerged to support positive outcomes related to the use of management tools in a variety of public sector settings. Despite these positive outcomes, there is wide variation in the extent to which public organizations use management tools. Drawing on normative isomorphism and contingency theory, this article investigates the determinants of both organization‐oriented and client‐oriented management tool use by top public sector executives. The hypotheses are tested using data from a large‐N survey of 4,533 central government executives in 18 European countries. Country and sector fixed‐effects ordinary least squares regression models indicate that contingency theory matters more than normative isomorphism. Public executives working in organizations that are bigger and have goal clarity and executive status are more likely to use management tools. The only normative pressure that has a positive impact on management tool use is whether public sector executives have a top hierarchical position.     

In search of an anatomy of African administrators

By way of welcoming one of the first—and still too few—accounts by African administrators of what it was like to have served under two masters, one British and one African, the article first reviews the chronology of the literature on and by Africa's administrators. Starting from a survey of the history of the British Colonial Administrative Service and some of the recent memoirs of its members, a milestone in the literature is signalled by the shift in emphasis of public service commissions of enquiry away from primary concern with salaries and conditions of service to concerns with the positive Africanization of the civil services. The gradual responsibility of Africans themselves for such reports is then noted, often culminating in a recommendation for the establishment of an Institute of Public Administration. While the quantity and quality of insiders' literature by Africa's civil servants still falls short of that which has characterized the writing by Indian members of the former Indian Civil Service, the position has improved since the publication of the proceedings of the Inter-African Public Administration seminars and by the noticeably less constrained comments by the bureaucracy during a period of military rule. The article concludes with a look at the Ife University project and calls for an extension of such primary research into African administration while the first, and historically unique, generation of African bureaucrats are still alive to record their memories and interpret their significance against subsequent analysis.     

Incremental Thinking: "Toward a Theory of Budgeting"

Editor's Note: V.O. Key's article bemoaning "The Lack of a Budgetary Theory" was reprinted in the previous issue of Public Budgeting & Finance. The problems identified by Key are normative; they go to the basic values arid purposes of society and, hence, cannot be resolved by budgetary solutions alone. But a dozen years after Key wrote, Verne Lewis sought to anchor a theory of budgeting in marginal analysis, His article, printed here by permission of the American Society for Public Administration, first appeared in the Public Administration Review in 1952, Rather than seeking a full-blown political philosophy. Lewis thought that budgetary choice could be rationalized at the margins, by comparing the marginal costs and benefits of competing claims on public resources, While his hopes for a theory of budgeting have not been fulfilled, Lewis laid the groundwork for forms of marginal analysis introduced by PPB and ZBB in later decades. Indeed, there is a remarkable affinity between the budgetary structure proposed by Lewis and the one used by zero-base budgeting in the 1970s.     

Leader Survival,Revolutions, and the Nature of Government Finance

Leaders face multiple threats to their political survival. In addition to surviving the threats to tenure from within the existing political systems, which is modeled using Bueno de Mesquita and colleagues' (2003) selectorate theory, leaders risk being deposed through revolutions and coups. To ameliorate the threat of revolution, leaders can either increase public goods provisions to buy off potential revolutionaries or contract the provision of those public goods, such as freedom of assembly, transparency, and free press, which enable revolutionaries to coordinate. Which response a leader chooses depends upon existing institutions and the structure of government finances. These factors also affect the likelihood and direction of institutional change. Tests of leader survival indicate that revolutionary threats increase the likelihood of deposition for nondemocratic leaders. Leaders with access to resources such as foreign aid or natural resource rents are best equipped to survive these threats and avoid the occurrence of these threats in the first place.     

The Role of IPAA: Public Presentation — Key Issues in Governance

In the December 1997 issue of this journal our editors expressed concern about the decline in teaching of public administration. This does not reflect any decline in the overall level of involvement by government in the economy or society. Rather it seems to reflect changing perceptions of what is needed to succeed in public administration.
This in turn raises the very important issue of what we as a society expect from our future public administrators. While many management skills are common to both business and the public sector, public administration needs to extend beyond the limits of business management to comprehend issues such as accountability, probity and policy processes. Indeed it is increasingly being recognised that what is at stake is not just management per se, but rather the broader array of relationships involved in good governance.
The Institute of Public Administration Australia has over the years played an important role in bringing practitioners and teachers together to help foster a better appreciation of these issues. Now more than ever, when the public sector is experiencing considerable change, there needs to be a lively forum where these broader issues of public administration can be debated and new approaches can be tested.
The National Council of the Institute has accordingly been considering how the Institute might encourage a wider public appreciation of good governance. In order to assist in this process and to provide some guidance to spokepersons, the Council has agreed the following Statement. We hope that all members of the Institute will find this Statement helpful and will be encouraged to promote the ideals it seeks to uphold.