PRODUCTIVITY BARGAINING IN COMMONWEALTH GOVERNMENT ORGANIZATIONS

Abstract: Despite several experiments with productivity bargaining in the Commonwealth employment sector, the rigidity of employment conditions was considered to be a limiting factor to the wider application of this technique to the public sector. Nor did it appear to be suitable for adoption within the compulsory arbitration system. However the frustrated expectations of blue collar employees in government employment during the Labor government's term of office stimulated the exploration of productivity bargaining as a way of achieving reduced working hours without contravening efforts to restrain wage inflation. The events within the Australian Post Office (later to become the Australian Postal Commission and the Australian Telecommunications Commission), the Commonwealth Serum Laboratories Commission, the Overseas Telecommunications Commission and the Reserve Bank of Australia are described and some differences in the processes involved noted. The nature and significance of productivity bargaining as a technique for the immediate future are also discussed, particularly in the light of continuing stagflation and the interest of the government in wage restraint and national productivity growth.     

MINISTERIAL STAFF IN AUSTRALIAN COMMONWEALTH GOVERNMENT

Abstract: This study examines the ministerial staff in Australian commonwealth government to discover what they do and how they assist ministers in achieving political control of departments. The data consist of interviews with ministers, departmental secretaries and ministerial staff. The study finds that ministerial staff offer policy advice in much the same way as found by James Walter in his study almost a decade before this one. But there does appear to be more emphasis on monitoring departmental implementation of policy and brokering positions within government than was the case in the earlier study. The study concludes that the relationship between ministers and their offices and the departmental secretaries is characterised by a conditionally cooperative approach, which is similar to that recommended by several public administration scholars.     

NEGOTIATING TECHNOLOGICAL CHANGE IN THE COMMONWEALTH BANKING CORPORATION

Abstract: In May and June 1981 Automatic Telling Machines (ATMs) were introduced into sixty-one branches of the Commonwealth Banking Corporation in New South Wales, Victoria and the ACT. In contrast to union bans which had been imposed on ATMs in the private banking sector, the Commonwealth Bank Officers' Association (CBOA) actively supported the use of this new technology. After outlining the industry industrial relations system this paper examines the three-way process of negotiations, involving the union, management and the federal government, which led to the introduction of ATMs. The terms of the agreement reached — a 19 day working month, early voluntary retirement after age 55 and a joint consultative committee on technological change in return for supports for ATMs — are analysed and the factors which contributed to the absence of industrial conflict during the negotiations are discussed.     

THE FOCUS OF REFORM IN COMMONWEALTH GOVERNMENT ADMINISTRATION*

Challenge to Established Convention … the simple image of the official as the instrument of Ministerial authority accountable to the Minister alone, working unseen, unheard and anonymous, is now seriously inaccurate.     

REFLECTIONS ON PUTTING THEORY IN PRACTICE INTO ACTION IN THE CLASSROOM

Effective learning necessitates a change of behavior on the part of the student. The author asserts that the introduction of abstract theories to students does little to advance the students' competence or efficiency. Rather, a case is made for allowing students to create their own theories of action based upon their individual circumstances and experiences. The concept of an "action theory" is forwarded as an effective tool for teaching public administration students. The action theory recognizes the student's need to have relevant frameworks and practical guidelines. Furthermore, the author predicts that the action theory will give public administrators greater control over their work environments inasmuch as it establishes more honest assessments of organizational conditions.

"If you want to get ahead, get a theory. B. Inholder and A. Karmiloff-Smith

     

THE EMPLOYMENT OF WOMEN IN THE COMMONWEALTH PUBLIC SERVICE: THE CREATION AND REPRODUCTION OF A DUAL LABOUR MARKET*

Abstract: This paper examines the history of the employment of women in the Commonwealth Public Service (CPS) and attempts to explain the discrepancy between the meritocratic principles on which the personnel practices of the Service have been based and the lack of attainment of women in the Service. It demonstrates how the perception of men's and women's merits was structured by the division of labour current at the turn of the century when the CPS was established, and how, with the routinization and feminization of clerical work, these perceptions have helped create and ensure the continued reproduction of a dual labour market within the Service which is proving difficult to eradicate despite the removal of formal impediments.     

STRUCTURE AND ACTION AS CONSTRUCTS IN THE PRACTICE OF PUBLIC ADMINISTRATION*

Abstract: In this paper we first examine the dominant instrumental paradigm of organization, and the critique to which it has been subjected from both social action theory and a more structural analysis of organizational life. Secondly, we draw on critical theory to construct an alternative paradigm. This addresses some of the problems left by critiques of the dominant paradigm, focuses on the relationship between structure and action, and the way in which each of these constitutes, and is constituted by, the other. In the final section we outline the implications of this analytical approach for analysis and practice in public administration. Public administration is about what people do, but also about how this activity is perceived and talked about. This distinction between thought and practice is not the same as the distinction between the academic and the practitioner. Although the academic operates largely in the world of thought — through teaching, research and writing — the work of the practitioner also rests on foundations in the world of thought, namely, the perception of the organization as an instrument for the accomplishment of some purpose, and of the administrator as the controller of that instrument for the better achievement of the end. We contend that these approaches to analysis and practice mask significant aspects of the ways that relationships within and between organizational contexts come to be structured and conducted, and do not provide a basis for understanding or evaluating either organizational processes or the activities of managers within these.