Two Models of Contemporary Public Service Wage Determination in Australia

Rather than taking Louise Thornthwaite and Robyn Hollander (AJPA June 1998) to task, I need to chide them gently for failing to acknowledge two other jurisdictions in Australia – the Northern Territory and the Australian Capital Territory. Had they canvassed the Northern Territory's experience, they may well have concluded that there are in fact three models of public sector wage determination, not two. They may have also concluded that the Northern Territory's rather unique adaptation of the federal system under the Workplace Relations Act represents something more than an approach dictated by its relatively small size and that it arguably represents the best of both the other models. May I suggest that Thornthwaite and Hollander, or others, could usefully explore the question as to whether the approaches adopted by the various jurisdictions have produced worthwhile results for both employers and employees.     

Institution of Public Administration Australia: Some Observations About the Profession of Public Service

What does the future hold for the great institution of public service in this country? I will try to answer that in the traditional way by going through some of the more interesting of the many challenges we face. But first let me observe that what public administration in most Western democracies has been through in the past two decades is nothing short of a revolution.     

西方行政改革对我国公共服务生产模式再造的启示

西方行政改革中新公共管理理论提出的公共服务市场化和社会化理念,在促进西方国家公共管理取得巨大成就的同时,对我国政府公共服务生产模式的再造也提供了一个值得借鉴的全新治理模式,即公共服务生产管理理念的市场化、以顾客为导向设计公共服务产品、公共服务决策和生产分离、公共服务生产范围的细化及公共服务主体的社会化和多元化。     

Performance Monitoring Public Services in Australia

The Industry Commission, the former Bureau of Industry Economics and the Economic Planning Advisory Commission have amalgamated on an administrative basis to prepare for the formation of the Productivity Commission. Legislation establishing the new commission is before parliament.
The Industry Commission has been involved in a number of projects that monitor the performance of a range of government services across Australia. The first monitors the performance of a large number of Australia's major government trading enterprises and the second has begun the process of monitoring the performance of a range of government service providers.
This article outlines why measuring and monitoring performance can be used to improve public sector performance and provides two examples of how this tool can successfully be used in practice.     

Keeping It Public: Defending Public Service Values in a Customer Service Age

Notwithstanding the persistence and proliferation of calls to serve "customers," these relationships incorporate distinctively public priorities and performance expectations—priorities and expectations often shaped by a desire to reduce customer vulnerabilities and prevent seller strategies that are deemed unacceptable. The authors examine these distinctively public relationships—between professionals and clients, guardians and wards, facilitators and citizens, and regulators and subjects. By acknowledging that public administration often involves relationships with multiple constituencies and that opportunities to serve them are bounded by particular legal and institutional contexts, this essay provides a pragmatic account of strategic opportunities to defend public service values.     

Knowing and Skilling in Contemporary Public Administration

Knowledge is the latest buzzword in public administration, yet contemporary debates demonstrate a poor understanding of how knowledge is constructed and valued and of how public administration knowledge frames are changing in response to major structural shifts in political imperatives. In particular the retreat from economic rationalism and the embracing of social and human capital ideas with the search for 'third ways' and 'triple bottom lines' are bringing more constructivist knowledge frames back into play. In this way centralised 'rational/expert' knowledge is being challenged by knowledge arising from cooperative, local inquiry and multiple knowledge frames are now being brought to bear in public administration. Yet public administration, as a profession, seems unsure of whether this is an elegant finesse implying little real change or an exposure of the naked pretension of previously dominant unitary frameworks. This article uses a historical comparison to show how changes in the ontology and epistemology of public administration are demanding new skills of contemporary public administrators.     

试论当代中国社会的公共话语

公共话语就是公众在公共领域里就公共事务自由公开的对话、讨论或意见表达,它与公共领域、公民文化密切相关.当代中国已经基本具备市民社会和公共领域的要件,这就为公共话语的形成提供了广阔的公共空间,也为社会各阶层的离散型公共话语培育了良好的生态语境.与西方发展不同,我国社会中的公共话语应该更多的是可协调的离散型公共话语,归宿是共识型公共话语.     

Are There Election Cycles in Wage Agreements? An Analysis of German Public Employees

In this article, the possibility of Nordhaus political wage cyclesin the West German public services during 1961–1965 is investigated.Since wage negotiations are centralized, one might expect a systematicallyhigher wage increase shortly before a federal election. A regression ofwage increases from 30 consecutive public sector pay contracts is run onan election variable and several additional explanatory variables. Thenull of no election influence is rejected for worker wage increases. Theestimated increase in wages due to an imminent election is predicted to bein the range of 2.5 to 3 percentage points.     

当代西方公共管理前沿理论述评

公共管理作为一门综合性的学科,其前沿理论五花八门,但其中比较宏观和有持续影响力的当属20世纪年70代末和80年代初兴起、到现在还在继续的长达二十多年的政府改革思潮.这一思潮的主要理论基础是20世纪60年代出现的公共选择学派.新公共管理、新公共行政/服务以及治理等前沿理论都与公共选择理论有着密切的关系,是公共选择理论的发展或是在批判公共选择学派的过程中形成的理论.这几个理论相关又不尽相同,与西方思想界都有着十分深厚的渊源,反映着不同思想阵营和不同理论之间的博弈,并没有达到能够相互替代的程度.它们的风行在中国的公共管理学界也引起了层层涟漪和概念上的混淆.从西方公共管理改革实践的历史背景出发,重点就这四大理论的特点、渊源和理论效度进行综述和评论,并讨论了它们对中国公共管理发展的启示.     

公共事务治理与社团主义模式

解决公共事务的治理危机需要一种合作机制的创新,社团主义理论强调建构一种有合作特征的社会结构,因而对于公共事务治理模式的创新具有借鉴意义。对于中国的现实情况而言,一种可供选择的有效途径是在社团主义所型构的社会结构中合作性地处理公共事务。     

Coproduction and Equity in Public Service Delivery

Public managers and researchers devote much attention to the benefits of coproduction, or the mixing of the productive efforts of public employees and citizens in public service design and delivery. One concern, however, is the distributional consequences of coproduction. This article proposes that disadvantaged citizens may be constrained by a lack of knowledge or other resources necessary to contribute to and benefit from the coproduction process. From this assumption, the authors develop the theoretical argument that if coproduction programs were designed to lift constraints on disadvantaged citizens, they might increase both efficiency and equity. This claim is tested using a field experiment on educational services. A coproduction program providing immigrant parents with knowledge and materials useful to their children's early educational development had a substantial positive impact on the educational outcomes of disadvantaged children, thereby diminishing inequity. Economically, the program was more efficient than later compensation of low‐performing children.     

Radio Public Service Announcements and Voter Participation Among Native Americans: Evidence from Two Field Experiments

Although similar to other U.S. minorities in terms of socio-economic status and political interest, Native Americans are more dispersed geographically and much less likely to vote. This pattern suggests that at least part of the disparity in turnout might be due to Native Americans’ lower exposure to statewide and national mobilization campaigns. To test this idea, a randomized experiment was conducted in order to evaluate the effectiveness of a radio campaign that encouraged Native Americans to vote. In 2008 and 2010, experiments were conducted across a total of 85 radio markets spanning more than a dozen states. Results suggest that this nonpartisan radio campaign increased turnout among registered Native American voters in both elections, although the estimated effects fall short of conventional levels of statistical significance.     

Organisational Structures in the Australian Public Service

This article examines the nature of the organisational structures found within the Australian Public service (APS). Four basic dimensions of organisational structure are distinguished: the degree of formalisation or bureaucratisation, the degree of differentiation or specialisation, hierarchy and the extent of centralisation. The article will show that variations in the organisational structure of the APS are attributable to a range of factors including the political context, size, task complexity, the grading system, considerations of efficiency and political factors. The relative importance of these factors varies according to which aspect of structure is examined. Mechanistic organisational structures predominate in the APS due to the nature of the tasks performed, the imperatives of political control and the requirements of staff classification.