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?     

Structure,culture and passivity: a case study of women in a semi‐state organization

Much of the Irish semi‐state sector is still characterized by permanent employment within male‐dominated hierarchical structures. This case study focuses on a rural semi‐state organization with a statutory obligation as regards the economic, social and cultural development of a particular geographical area. Documentary material showed that it was highly skewed in gender terms, with men holding the overwhelming majority (93 per cent) of the higher positions, and women the overwhelming majority (89 per cent) of the lower positions. Such patterns are by no means atypical as regards state and semi‐state structures. Drawing on qualitative material from taped focus group sessions with roughly 80 per cent of the women employed in this organization, the article illustrates the multifaceted ways (structural, cultural and individual) in which women's position at the lower levels of that organization was maintained. Copyright © 2000 John Wiley & Sons, Ltd.     

Some Thoughts about the Roles, Responsibilities and Future Scope of Auditors-General

This article treats Auditors-General in a generic sense, but focuses on those institutions developed out of the Westminster system of government which undertake financial statement or regularity audits as well as performance or value for money or efficiency-type audits. The audit offices included are those at both federal and state levels in Australia, the United Kingdom, United States of America, Canada and New Zealand.
The article is in two parts. The first selectively addresses perceived roles and responsibilities arising out of parliamentary legislation, debates and reviews or inquiries, Auditor-General reports, papers or similar contributions by academic and other interested commentators. The second deals with the future scope for influence, focusing mainly on possible contributions to the improved performance of the public sector including that of audit offices themselves. The latter recognises that auditors-general are very much part of the governance framework within which they operate. While they might be able to influence its development, the framework largely dictates their role, responsibilities and possible scope for action. Reflecting on that framework beyond the next few years might be an inviting conceptual exercise but is unlikely to add much value.