ECONOMICS DEGREES AND THE AUSTRALIAN PUBLIC SERVICE: A NOTE*

At present the Australian Public Service employs about 14,000 university graduates, one quarter of whom have majored in economics, usually in an economics, commerce, arts (economics) or science (economics) degree. As can be seen from Table 1, this proportion of economics degrees to total degrees has remained fairly constant over the last decade. It is a reflection of the great emphasis placed on the recruitment of graduates in economics to the APS since the war, and especially since 1960.     

WORK MEASUREMENT IN PUBLIC SERVICE MANAGEMENT – A REVIEW OF AUSTRALIAN AND OVERSEAS DEVELOPMENTS

The theme of the 1979 Annual Conference, "Managing with Less", reflects prevailing opinion that the rate of growth of public sector resources will continue to be restrained for the foreseeable future, and that tough times are still ahead for public sector managers. This paper explores the developments in one management tool for coping with less – work measurement (WM). The paper is one outcome of a 3-months study, undertaken within the Auditor-General's Office in early 1979, of the state of the art of WM in public service environments.     

DISCIPLINARY APPEALS IN THE NEW SOUTH WALES PUBLIC SERVICE

Abstract: There is a widespread proliferation of bodies such as disciplinary appeals tribunals which review prerogative decision-making activities of managements. Yet scant analysis of their operation has taken place. This paper presents data concerning the operation of the New South Wales Government and Related Employees Appeal Tribunal. The nature of disciplinary appeals, the tribunal's decision-making behaviour and the subsequent decisions are examined in the light of available explanatory frameworks. It is concluded that the disciplinary appeal body functions as a de facto arm of public sector management rather than as a neutral, juridicial body.     

INTERNAL AUDIT—THE POOR RELATION OF THE PUBLIC SERVICE*

In considering the Public Accounts Committee in relation to internal audit, it should be stated that the duties imposed on the Committee by the Public Accounts Committee Act require it to examine the accounts of the receipts and expenditure of the Commonwealth Government and each statement and report transmitted to the Parliament by the Auditor-General. Inherent in the Committee's functions therefore is a strong association with the audit function.     

PERFORMANCE PAY AS A COORDINATING MECHANISM IN THE AUSTRALIAN PUBLIC SERVICE

Abstract: Public sector management is in a state of flux. Pressures for greater efficiency and a stronger customer service orientation have led to changes to the structures and planning and reward systems of public sector organisations. In the milieu of reform, performance pay for managers has been given prominence in a recent critical report by the Senate Standing Committee on Finance and Public Administration which recommends a return to a more standardised approach to management salaries in the APS. I argue instead that performance pay should be considered as a third-or fourth-order coordinating mechanism and linked to the strategies of individual departments in the APS. A policy for greater decentralisation of the design, implementation and management of performance pay schemes in APS organisations is presented.