From Uniformity to Diversity? Reinventing Public Sector Industrial Relations in New Zealand

Since 1988 industrial relations in New Zealand's public sector have changed significantly. This paper discusses the changing roles of the State Services Commission and chief executives in bargaining with public sector employees, and how these changing roles have affected union representation and wage rates. While the Employment Contracts Act, 1991 resulted in changes to bargaining, generally its effect was minimal in the public sector with respect to bargaining outcomes. However, one of the more significant changes as a result of the Employment Contracts Act has been a move to direct employer — employee negotiations. Bargaining in New Zealand's public sector has moved, in the last nine years, from uniformity to diversity, but to what extent?     

Adapting to Radical Innovation: Accident Compensation in New Zealand

This paper profiles the 1974 introduction of a new system for compensating individuals who suffer accidental injuries in New Zealand. It reviews the development of this scheme through the late 1980s and highlights the increase of political pressures for subsequent reform. Among the various difficulties identified in implementation are the operation of the "no fault" principle, the effect of the duration of disability, the payment of lump-sum compensation and the question of indexing payments. Disputes about the detailed funding of the scheme and politically inspired changes in the revenue base are explained. The major dilemma posed by different levels of compensation for those disabled by accident or sickness is examined. The paper concludes by querying whether the identified problems are a reflection of weaknesses in the original scheme or a result of less-than-full implementation.     

Effectiveness: the next frontier in New Zealand

Central agencies face a critical test on how to approach the resolution of issues and problems related to improving the New Zealand public sector management systems from the author’s perspective. A decade has passed since the legislative changes were approved that initiated major financial management reform, and much of the initial reform energy has faded. It is time to assess what has and has not been achieved, and to search for ways to continue to move forward. There is a sense of anticipation, as well as some apprehension, across the New Zealand public sector, particularly in light of the election of a new Government. As New Zealand moves into a new phase of reform, one of the key challenges is to take advantage of what has already been achieved. New Zealand has one of the world’s leading public sector management systems, and should take advantage of that foundation. The key issue focused on in this article is effectiveness. A critical part of raising effectiveness is enhancing information. Better information is needed on outcomes, and it should be packaged in more accessible and relevant ways. More disciplined evaluation of the effectiveness of what is done is necessary. Systems that encourage public servants to raise their horizons should be improved or put in place. Managers who understand what they are doing and why are critical to reform success. Purchase agreements—or output agreements—will play a pivotal role, but they need to be improved. A fresh approach to output specification to better accommodate the range of output relationships that exist is required. Central agencies can facilitate customization of output specifications by being clearer about the basic output framework, and more flexible about how that framework is applied. Outcome measures should be refined and used along with outputs where feasible. Better ways must be found for managing problems of inter-agency coordination. Technology offers a new set of tools, but IT facilitates rather than creates effective relationships. Other coordination mechanisms that help agencies to communicate and to make trade-offs must evolve. New Zealand can move into a new phase of building a “world’s best” public sector. The public sector has an appetite for action at the moment, and a willingness to debate the issues. How this potential will be used is, to a great extent, the critical issue faced by the new Government.     

Governing strategically: the New Zealand experience

This article describes the evolution of New Zealand's approach to the strategic direction of its public service during a decade of reform. Problems of atomization and short-termism which emerged from the first phase of reform were addressed through the adaptation of the Cabinet and central agency processes for policy, budget and management. © 1998 John Wiley & Sons, Ltd.     

Can Cooperation Be Mandated? Implementing Intergovernmental Environmental Management in New South Wales and New Zealand

Various forces have led to new thinking about approaches tointergovernmental regulation, emphasizing a shift from the heavyhand of coercive mandates to more cooperative approaches. Thisresearch examines the implementation of cooperative policiesaddressing aspects of environmental management in New SouthWales, Australia, and in New Zealand. Analyses are undertakenof the cooperative policy designs, government agencies' implementationefforts and styles, and local government officials' perceptionsof intergovernmental cooperation. Bringing about intergovernmentalcooperation is not automatic, nor does it appear to be easy.An empirical modeling shows that high levels of agency commitmentand capacity are required in order to foster facilitative implementationstyles. The design of policy mandates is important in signalingcooperative desires and structuring implementation to fosterappropriate agency implementation styles.     

From rule-taker to rule-promoting regulatory state: South Korea in the nearly-global competition regime

When rapid economic growth catapults a country within a few years from the margins of the global economy to middle power status, does global regulatory governance need to brace for a challenge to the status quo? To answer this question, we extend the power transition theory of global economic governance to middle powers: A rising middle power should be expected to challenge the international regulatory status quo only if increasing issue-specific strength of its regulatory state coincides with preferences that diverge from the preferences of the established powers, which are enshrined in the status quo. We examine this argument empirically, focusing on South Korea in the realm of competition law and policy. We find that South Korea, a non-participant in the international competition regime until the 1980s, developed in the 1990s substantial regulatory capacity and capability and thus “spoiler potential.” At the same time, however, its policy preferences converged upon the norms and practices established by the United States and the European Union, albeit with some distinct elements. Under these conditions, we expect a transition from rule-taker to rule-promoter. We find that South Korea has indeed in recent years begun to actively promote well-established competition law and policy norms and practices – supplemented by its distinct elements – through technical assistance programs, as well as various bilateral channels and multilateral institutions. The findings suggest that the power transition theory of global economic governance is usefully applicable to middle powers, too.     

From Policy to Practice: From Ideas to Results,From Results to Trust

Few areas of public administration have been more discouraging, over a longer period of time, than the struggle to build public trust in government's work. However, new research suggests that public administrators can build trust by improving the results they produce for citizens. Practical, practicable steps can produce big improvements: improving government's focus on citizens' needs; engaging employees; focusing on fairness; and, especially, concentrating on the delivery of public services at the “retail” level. Citizens, research shows, can discriminate among levels of government, the administration of different programs in different functional areas, and the work of individual administrators. That provides strong hope for improving trust, in an era when too often government appears too untrustworthy.     

The Use of Contracting in the Public Sector—Recent New Zealand Experience

This research note examines the expanding use of contracting within the public sector in New Zealand. The term 'contracting' is interpreted broadly to include both external contracting (ie outsourcing) as well as the use of more explicit or formal 'contracts' within and between public sector organisations. No attention is given here to the separate, albeit related, processes of corporatisation, commercialisation and full privatisation (ie asset sales and the termination of public funding as well as provision). The empirical data, although limited, suggest that the recent increase in contracting in New Zealand has brought significant gains in terms of fiscal savings, productive efficiency, consumer choice and managerial accountability. Recent trends, however, have also posed some important policy issues, among them the limits to contracting out and the potential dangers associated with 'hollow' government.     

Whither the New Zealand Experiment: Thermidorean Reaction or Rediscovering the Importance of Capacity - Some views from New Zealand

To trace the main trajectory of New Zealand's public management reforms, let us take some recent assessments from two Prime Ministers ‐ one who initiated the reforms, the other who inherited them.

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Dodging the bullet: How crises trigger technocrat‐led governments

Governments led by nonpartisan, ‘technocratic’ prime ministers are a rare phenomenon in parliamentary democracies, but have become more frequent since the late 1980s. This article focuses on the factors that lead to the formation of such cabinets. It posits that parliamentary parties with the chance to win the prime ministerial post will only relinquish it during political and economic crises that drastically increase the electoral costs of ruling and limit policy returns from governing. Statistical analyses of 469 government formations in 29 European democracies between 1977 and 2013 suggest that political scandals and economic recessions are major drivers of the occurrence of technocratic prime ministers. Meanwhile, neither presidential powers nor party system fragmentation and polarisation have any independent effect. The findings suggest that parties strategically choose technocrat‐led governments to shift blame and re‐establish their credibility and that of their policies in the face of crises that de‐legitimise their rule.     

从诚实到信任:社会伦理的新视角

我们常常说"诚实守信","诚实"与"守信"却是非常不同的."诚实"是指一个人的内在品质,具有这样品质的人,会表现出诸多相关联的行为及态度,例如,诚实的人总是言行一致,也能做到"言必行、行必果",而且还勇于承担责任,对自己的过错不躲避、不推诿.