Prisoners and escapees: improving the institutional responsibility square in Bangladesh

The article argues that explanations of problematic governance are institutional rather than organizational and have their roots in the deep structures of society. Bangladesh is used as an exemplar for such analysis, deploying the notion of the institutional responsibility square comprising four institutional domains of state, market, community and household. A prior or ‘total institution’ metaphor is used to describe the ways in which different classes are obliged to pursue their livelihoods, entrapped within the problematic social embeddedness of these four institutional domains. The article develops this argument via three themes: permeability between these domains (i.e., blurred moral boundaries between public and private behaviour); problem of legitimation of public institutions, given this permeability; and the incorporated rather than independent characteristics of civil society, thus limiting optimism about its potential to create reform. Nevertheless the article offers a strategic agenda of institutional improvement (i.e., escape from the prison) based on the principles of shifting people's rights from the problematic, uncertain informal sphere towards the formal realm. Copyright © 2000 John Wiley & Sons, Ltd.     

The negative relationships between employee resilience and ambiguity,complexity, and inter-agency collaboration

Employee resilience (ER) is often needed to face demands inherent in public sector work. Some types of demands, however, may hinder its development, rather than provide the type of challenging adversity from which resilience can develop. Public sector job demands have been a long-standing issue for public workplaces and employees but are also growing in salience as organisations face an increasingly variable, uncertain, complex, and ambiguous environment. Drawing on the Job Demands–Resources model and the challenge/hindrance stress literature, this multi-level study of Aotearoa New Zealand civil servants (n = 11,533) in 65 public sector organisations shows that ER is negatively affected by demands such as job insecurity, unclear job and organisational goals, and inter-agency collaboration. However, organisational resource constraints are positively associated with ER. This study identifies core PA job and organisational demands that hinder ER and offers practical implications and suggestions for further research.

Points for practitioners

• Job role ambiguity, job insecurity, unclear organisational goals, and inter-agency collaboration are common job and organisational demands in public sector workplaces.
• For employees, these demands are stressors that employees do not feel they control, and may therefore hinder employee resilience: the ability to learn, adapt, and leverage networks in the face of challenges.
• Surprisingly, resource constraints, where employees have to ‘do more with less’, might help employees develop ER.
• While inter-agency collaboration has potentially many benefits, it appears to have negative spillover effects on employees unaware of it or not involved in it.
• To encourage ER, agencies should clarify both organisational and job goals, and assure job security, control, competency development, and supervisor support.