Civil Service Reforms: learning from Commonwealth experiences

This article illustrates the degree to which new areas of consensus are emerging in the implementation of civil service reforms. A crucial development in Commonwealth countries has been the change in the strategies being pursued by most governments in achieving economic growth and developmental objectives. The need to change the role of the State for improved economic efficiency is finding greater acceptance in most countries. The article highlights several common themes emerging in the introduction of civil service reform programmes with remarkable similarity about the concerns and changes taking place in very different settings. The article also identifies a set of key strategies that have emerged as major instruments for the implementation of the reform process, such as securing leadership for change, enhancing policy development capacity, improved human resource and financial management systems, establishing efficiency and quality management programmes, harnessing information technology and mobilizing external and internal advice. The article concludes that there is no unique solution and each country would need to identify key strategies drawing on experiences of other countries and keeping in view national priorities. The article hence provides a useful framework for sharing of experiences and cooperation among Commonwealth countries.     

A Changing Public Sector: Developments at the Commonwealth Level

Over the last three decades the federal public sector has been the focus of government policies aimed at recasting federal public sector employment arrangements from a structure characterised by a considerable autonomy from government to a set of institutions more responsive to government direction; and more recently to a regime marked by considerable operational autonomy within a framework of substantive and substantial government control. These developments had the consequence of promoting a more explicitly managerial employment framework and a more individualised workforce. As part of this process the federal public sector was reorganised as a series of agencies. These 'managerial agents' of governments were authorised to secure more effective employee compliance with these changes. A key element in this process is the response of public sector unions to these developments and the way they have both contributed to, and been affected by, the construction of a more explicitly managerial public sector.     

The Transformation of Bureaucracy? Structural Change in the Commonwealth Public Service 1983-93

Commentators have predicted bureaucratic organisations would undergo substantial change as a result of social and economic pressures. We ask whether reforms to the Australian public service over the 1983–93 period exemplify this process.
We use the methods of organisational analysis to characterise the direction of change, basing our assessment on the standard structural variables of complexity, formalisation and centralisation, together with a cultural variable. We find evidence that, overall, departments of state in the APS were becoming less bureaucratic in their structure, culture and internal function in the 1983–93 period. However, the effect was not uniform across departments, or unambiguous — formalisation, for example, increased in some respects and decreased in others. Centralisation increased overall, despite devolution of some decision-making.     

Book Reviews: Values for Public Administration Renewal

Books reviewed:
Richard Stillman II, Creating the American State: The Moral Reformers and the Modern Administrative World They Made .
Camilla Stivers, Bureau Men, Settlement Women: Constructing Public Administration in the Progressive Era .
David H. Rosenbloom, Building a Legislative-Centered Public Administration: Congress and the Administrative State—1946–1999 .     

Consultants and the Public Service

Governments, as well as the community at large, need disinterested analysis and advice. It is important that governments are advised on the options for and against intervention in what some perceive as wrongs, and the potential and likely costs as well as the benefits to the whole community of such interventions. When the Royal Commission on Australian Government Administration (RCAGA) was set up, most of this advice came from 'official sources': principally the Commonwealth Public Service, supplemented by official bodies such as the Tariff Board and the Bureau of Agricultural Economics. RCAGA was concerned about the narrowness of Australian policy discourse (especially in relation to economic policy), and explored several avenues for widening it. Ironically, these possibilities did not include what has turned out to be a very significant alternative to official sources: the use of outside consultants. This paper reviews the growing use of consultants in government, starting from the concerns of RCAGA, and exploring the institutionalisation of 'outside' advice, and the impact of this on the capacity of the public service to advise.     

治理视野下的政府公共服务市场化

本文分析了治理理论产生的时代背景和基本内涵,阐述了治理理论对于实现政府公共服务市场化的指导意义及其具体体现,并在此基础上以治理理论为视角,进一步阐述了政府公共服务市场化的必要性以及对我国政府公共服务市场化的启示.     

Cultivating Public Service Motivation through AmeriCorps Service: A Longitudinal Study

The public service motivation literature has helped scholars and practitioners better understand who is attracted to public service and why. However, little is understood about how public service motivation in individuals may be cultivated or how it changes over time. This article uses panel data collected by the Corporation for National and Community Service to track the longitudinal effects of participation in the AmeriCorps national service program on participants’ public service motivation. Findings reveal that participation in AmeriCorps programs had positive effects on participants’ levels of commitment to the public interest and civic awareness immediately after the program; many of these program effects were sustained seven years later. However, when observed in isolation, the comparison group showed significant declines in levels of commitment to public interest and civic awareness over an eight‐year period, suggesting that public service motivation may initially decline upon entry into a public service career.     

Exploring the Role of Nonprofits in Public Service Provision: Moving from Coproduction to Cogovernance

This article investigates the determinants of nonprofits' involvement in cogovernance, or the planning and design of public services, using a unique data set of park‐supporting nonprofit organizations in large U.S. cities. The results indicate that nonprofits are more likely to get involved in cogovernance when they are younger, larger, and operate in communities that are more resourceful and stable. In addition, the likelihood of nonprofits' involvement in cogovernance is negatively associated with the level of social capital and government capacity to provide corresponding public services. The article points to an emerging mode of government‐nonprofit collaboration that goes beyond the production and delivery of public services. As public managers face extensive challenges in sustaining the desired level of public services, these findings have important policy implications for efforts to promote citizen participation and cross‐sector solutions to complex social problems.     

Knights and Knaves Return: Public Service Motivation and the Delivery of Public Services

ABSTRACT

There are several models for delivering public services such as health care or education, most of which can be summarised under the headings of trust, mistrust, voice, and choice. Each contains assumptions concerning the motivation of the professionals and others who provide the service concerned: that is, the extent to which they are “knaves,” motivated primarily by self-interest, or “knights,” motivated by altruism and the desire to provide a public service. This article highlights the assumptions concerning motivation implicit in each of the delivery models, illustrating the points made by reference to the author's experience as a senior policy adviser to British Prime Minister Tony Blair and to some evidence on the performance of public services under the different models.     

Sexual Harassment: The Nexus Between Gender and Workplace Authority: Evidence from the Australian Public Service

Sexual harassment in the workplace is commonly portrayed as the male supervisor harassing female subordinates. Within this popular characterization, the unequal distribution of formal, organizational power is believed to be a necessary precondition for sexual harassment. The traditional cultural image of harassers and targets has however not kept pace with changing workplace realities. Research has indeed found that female supervisors may in fact be more likely to be subjects of sexual harassment. This article uses survey data from the Australian Public Service to explore this kind of contrapower harassment. Results indicate that a strong link between gender, workplace authority, and sexual harassment exists, but also that this relationship is strongly influenced by age.