Parental leave policies and parents' employment and leave‐taking

We describe trends in maternal employment and leave‐taking after birth of a newborn and analyze the extent to which these behaviors are influenced by parental leave policies. Data are from the June Current Population Survey (CPS) Fertility Supplements, merged with other months of the CPS, and cover the period 1987 to 1994. This time span is one during which parental leave legislation expanded at both the state and federal level. We also provide the first comprehensive examination of employment and leave‐taking by fathers of infants. Our main finding is that leave expansions are associated with increased leave‐taking by both mothers and fathers. The magnitudes of the changes are small in absolute terms but large relative to the baseline for men and much greater for college‐educated or married mothers than for their less‐educated or single counterparts. © 2009 by the Association for Public Policy Analysis and Management     

Public servants’ appreciation for themes in public administration scholarship

One of the defining characteristics of Canadian Public Administration is its singular coverage of topics. In this research, we extend Wake Carroll and Kpessa’s (2007) work to see if the themes found in Canadian Public Administration (CPA) for the 2008‐2016 period are in line with the topics published for the 2000‐2006 period. We also compare the contemporary topics published in CPA to the Australian Journal of Public Administration (AJPA). We then surveyed Canadian public servants about their interests. Our results show that they express more interest towards the themes published in CPA in the last decade than during 2001‐2006, and more interest than the ones published in AJPA in the last decade.     

Federalism and university governance in Canada

There is increasing interest in how universities are governed, externally and internally (Austin and Jones 2016). Drawing on a comparative case study of the governance of six major Canadian universities and the literature, this article describes the impact of federal research and innovation policy and programs on universities and reflects on Ottawa's role. We suggest that the federal government participates in the external governance of universities, but in a way that differs significantly from provincial governments. Canadian federalism appears to be generally beneficial for university autonomy and examination of its operation sheds light on factors that enable universities to sustain their autonomy.     

EU referendums in context: What can we learn from the Swiss case?

The rising number of referendums on EU matters, such as the Brexit and the Catalonian independence votes, highlight the increasing importance of referendums as a problem‐solving mechanism in the EU. We argue that the Swiss case provides essential insights into understanding the dynamics behind referendums, which are often lacking when referendums are called for in the EU. Referendums in EU member states on EU matters differ substantially from those in the Swiss context. Nevertheless, proponents of more direct democratic decision‐making regularly cite the Swiss example. Our systematic analysis of why referendums are called, how they unfold and their effects in the EU and Switzerland reveals that the EU polity lacks the crucial conditions that embed direct democracy within the wider political and institutional system. The comparative perspective offers fundamental insights into the preconditions required for direct democracy to function and its limitations in the EU.     

Adding rooms onto a house we love: Central banking after the global financial crisis

This article examines the extent to which central bankers have been willing and able to rethink their beliefs about monetary policy in the wake of the global financial crisis. We show that despite the upheaval, the core pre‐crisis monetary policy paradigm remains relatively intact: central bankers believe that they should primarily pursue price stability through targeting a low inflation rate in a transparent manner, and that they need operational independence in order to achieve this goal. In a bid to address post‐crisis conditions and maintain their credibility, however, central bankers have also layered new elements onto this paradigmatic core. We document both the resilience of pre‐crisis beliefs and the process of layering using computer‐assisted text analysis and qualitative analysis of 13,586 speeches given between 1997 and 2017 by central bankers from around the world.     

How empowering leadership reduces employee silence in public organizations

The intentional withholding of critical work‐related information can have serious negative consequences in public organizations. Yet, few studies have examined why public employees intentionally remain silent about problems and how to prevent such behaviour. This article provides insights into how managers may lower employee silence in government organizations. We develop a model that suggests that empowering leadership by frontline supervisors reduces public employee silence, by improving employee trust in their supervisors, granting employees control over their jobs, and strengthening identification with the organization. We test the model in two cross‐sectional studies with data collected from all employees working in two local governments in the United States. We find empirical support for the model in both studies. We discuss the implications of the research results for public management scholarship and practice.     

Electoral infidelity: Why party members cast defecting votes

Party politics and electoral research generally assume that party members are loyal voters. This article first assesses the empirical basis for this assumption before providing individual‐level explanations for defection. It combines prominent theories from party politics and electoral behaviour research and argues that internal disagreement and external pressure can each bring about disloyal voting. The hypotheses are motivated with multi‐country European survey data and tested on two sets of party‐level national surveys. The results show, first, that, on average, 8 per cent of European party members cast a defecting vote in the last election, and second, that dissatisfaction with the leadership is the strongest predictor of defection. Additionally, internal ideological disagreement is associated with higher probabilities of defection, whereas the effects of pull factors in the form of contentious policies are rather limited. These findings emphasise the importance of testing scientific assumptions and the potential significance of party leadership contests.     

Of ‘Strong’ Leadership,Crisis Communication,and Pooper Scoopers: Change in the Queensland Public Service Under Newman

Governments have historically offered their workforce a public service bargain founded on stable pay and conditions and job security. However, while the Westminster system aims for public service employment to be protected from the whims of government, public servants are nonetheless affected by the political environment in which they operate and changes to this bargain can occur with a new government. This paper focuses on a Queensland public service change process that resulted in large‐scale forced redundancies, non‐renewal of temporary contracts, and legislative changes that nullified the provisions in job security, organisational change, and redundancy policies. Using communication as a lens through which to understand leadership, it examines how the government communicated with the public service about this organisational change, immediately before and after the 2012 election. In particular, through analysis of public and media commentary, speeches and Hansard records, it examines Premier Newman's change leadership and communication by contrasting pre‐election messages to the public service with post‐election messages about the public service and the justifications for change during this period of downsizing. This analysis is used to reflect on political leadership, communication, fair treatment, and trust in public service change.