Australian Journal of Public Administration最新文献

{"title":"‘We assumed it would all be fairly straight forward’: Exploring early implementation of the recommendations of the Victorian Royal Commission into Family Violence","authors":"Rebecca Buys, Kate Fitz‐Gibbon","doi":"10.1111/1467-8500.12638","DOIUrl":"https://doi.org/10.1111/1467-8500.12638","url":null,"abstract":"<jats:label />Over the past decade, royal commissions have been increasingly employed to address some of Australia's most pernicious and persistent problems. However, their recommendations often languish unimplemented. Research on why so many proposals fail to make it into policy and practice is divided. To explore the fraught road from recommendation to reform, this article analyses the early implementation of the recommendations of the 2016 Royal Commission into Family Violence (Victoria, Australia) from a relational vantage. To do so, this article brings attention to the under‐explored insights of advocates and frontline service providers and their relationship to post‐royal commission reform processes. Their relational accounts of corroborations, contradictions, and contestations move the contemporary predominate question of <jats:italic>if</jats:italic> implementation happens to more nuanced questions about <jats:italic>when</jats:italic> it occurs, <jats:italic>what</jats:italic> is implemented, <jats:italic>who</jats:italic> does it, and <jats:italic>how</jats:italic> it happens. The difficulties participants faced in the early implementation phase of the reforms demonstrate implementation alone is not a panacea for the problems royal commissions face post‐inquiry.Points for practitioners<jats:list list-type=\"bullet\"> <jats:list-item>Improving the implementation of royal commissions’ recommendations requires centring the perspectives of those with specialised knowledge and who deliver related services.</jats:list-item> <jats:list-item>Recommendations to address challenging social problems need to be designed to evolve, often rapidly, to the constantly changing contexts that they are enmeshed within.</jats:list-item> <jats:list-item>An implementation for implementation's sake approach risks obfuscating the contestations of what royal commissions find and cementing potentially problematic initiatives.</jats:list-item> </jats:list>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2024-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140637111","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Will return‐to‐office mandates prevent proximity bias for employees working from home?","authors":"Sue Williamson, Uma Jogulu, Judy Lundy, Helen Taylor","doi":"10.1111/1467-8500.12634","DOIUrl":"https://doi.org/10.1111/1467-8500.12634","url":null,"abstract":"<jats:label />This Practice and Policy article examines return‐to‐office mandates, the latest human resource controversy. These mandates are an organisational directive for employees who have been working from home to return to working in their employer's premise. Drawing on the literature and our research on working from home and hybrid working, we consider whether mandates may prevent proximity bias. We conclude that mandates requiring employees to return to the office or caps which limit working from home are not only unnecessary, but may have negative consequences. In particular, mandates may cause employee resentment, while caps limit flexibility and autonomy. We therefore do not advocate the use of these mechanisms, and recommend that managers and teams negotiate the appropriate balance of home and office working arrangements.Points for practitioners<jats:list list-type=\"bullet\"> <jats:list-item>Mechanisms which force employees into the office can be seen as an easy and effective way to mitigate proximity bias. However, they can lead to employee resentment.</jats:list-item> <jats:list-item>Similarly, capping the number of days employees can work from home can also result in negative consequences, including reduced flexibility and employee autonomy.</jats:list-item> <jats:list-item>Enabling managers and teams to collaboratively determine their own in office/working from home arrangements will maintain flexibility and prevent employee resentment.</jats:list-item> <jats:list-item>Preventing proximity bias can be achieved through increasing awareness about this emerging form of bias; harnessing communication technologies to moderate visibility regardless of where work is performed; and ensuring performance management systems are based on quantifiable and objective metrics.</jats:list-item> </jats:list>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2024-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140609866","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Iranian policy advisory system: Contained politicisation and emerging technicisation","authors":"Seyed Mohamad Sadegh Emamian,&nbsp;Reza Bagheripour","doi":"10.1111/1467-8500.12628","DOIUrl":"10.1111/1467-8500.12628","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>A lot of literature on policy advisory systems (PASs) is based on Western liberal democracies, with scant attention paid to policymaking systems in authoritarian regimes. This paper examines the Iran's PAS and how it has changed between 1989 and 2023. The paper documents four distinctive phases in Iran's PAS: in-house ‘institutionalisation’, transitional ‘politicisation’, technocratic ‘externalisation’, and ‘technicisation’. We examine 16 representative advisory organisations (1989–2023) and show that while the Iranian PAS is well institutionalised and increasingly becoming externalised, there is still a tradition of centralisation and limited bureaucratic openness. Further, Iran's PAS has become less political due to constitutional preferences preventing advisory organisations from dealing with politically sensitive issues, as well as the decline of political party traditions and institutions. Finally, the paper concludes with a discussion of the emerging ‘technicisation’ of Iran's PAS, indicating an expansion of and reliance on technology-assisted tools and instruments by advisory organisations.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Regardless of differences in political systems, policy advisory systems are an indispensable part of public policymaking machinery.</li>\u0000 \u0000 <li>To enhance the quality of public policies, policymakers should support a diversified and competent advisory system.</li>\u0000 \u0000 <li>To keep externalised organisations alive and effective, they must be supported by public measures and protected by a legal framework.</li>\u0000 \u0000 <li>A form of technocratic-political balance in PAS is necessary. A well-developed policy advisory system not only includes non-partisan and technocratic advisory institutions, it also consists of politicised institutions providing political advice for policymakers too.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.1,"publicationDate":"2024-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140600129","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The role of managerial hierarchy in the moral reasoning of local government managers","authors":"Nicole El Haber, Swati Nagpal","doi":"10.1111/1467-8500.12633","DOIUrl":"https://doi.org/10.1111/1467-8500.12633","url":null,"abstract":"<jats:label />Falling public trust in Australia's institutions warrants revisiting how public sector managers approach ethical decision‐making. This study presents the findings of in‐depth interviews with 35 local government managers in Australia and seeks to understand how managerial hierarchy influences the moral reasoning of managers. Through the lens of social learning and moral development theoretical perspectives, the findings indicate that local government managers do engage in different types of moral reasoning when presented with hypothetical ethical dilemmas, and their managerial status plays a pronounced role in shaping the content of that reasoning. We also find support for differences in moral reasoning across gender, which appear more evident at lower levels of management. Through providing an in‐depth analysis of managerial hierarchy and ethical decision‐making, the findings from this study can be used to guide organisational and individual managers’ ethics training and development.Points for practitioners<jats:list list-type=\"bullet\"> <jats:list-item>The declining public trust in public administrators warrants regular risk management audits of internal and external environments of public sector organisations to identify potential or existing ethical challenges that require a response.</jats:list-item> <jats:list-item>Moral reasoning and ethical decision‐making are context specific and include the ethical climate of the organisation. We find support for the importance of organisational leadership visibly ‘walking the talk’ when it comes to ethics.</jats:list-item> <jats:list-item>While management hierarchy is seen to influence moral reasoning, or the deliberations when arriving at a decision, there is widespread acceptance of the basic tenets of abiding by the law and being truthful. Therefore, organisational ethical policies and codes of conduct should clearly articulate the legal implications, and consequences of any breaches.</jats:list-item> <jats:list-item>A one‐size‐fits‐all approach to ethics training is not advised. We find that moral reasoning differs with managerial experience. A case is made to account for training tailored at different managerial levels, along with scenario‐based training and mentoring from higher levels of management.</jats:list-item> </jats:list>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2024-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140600008","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Expertise, policy advice, and policy advisory systems in an open, participatory, and populist era: New challenges to research and practice","authors":"Jonathan Craft,&nbsp;Brian Head,&nbsp;Michael Howlett","doi":"10.1111/1467-8500.12630","DOIUrl":"10.1111/1467-8500.12630","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>This article examines the themes of policy advice, expertise, and policy advisory systems. It argues that persistent challenges and more emergent trends involving their intersection can be effectively understood through the lenses of <i>instrumentality</i>, <i>authority</i>, and <i>adaptability</i>. In the wake of renewed questions about the continued viability of longstanding public administration advisory arrangements, these themes help locate new pressures on those arrangement such as those linked to technological developments, shifting conceptions of expertise, and growing recognition of the challenges of managing systems of advice. These themes help facilitate continued engagement with persistent challenges linked to adequate policy capacity, the role of the public service advice, and question of rigour, legitimacy, and the democratic contexts of policy advising.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Technological innovations and turbulent governance arrangements have renewed debates around technocracy, democratic control and participation, the role of evidence, and normative and ethical considerations inherent in the generation and use of policy advice.</li>\u0000 \u0000 <li>Policy capacity remains important for well-functioning policy advisory systems. It has itself become multifaceted reflecting not only important differences in types of expertise and policy advice, but also concerns around its management and deployment in varying governance contexts.</li>\u0000 \u0000 <li>The competencies required for policy workers inside and outside of government should reflect changes in the role of expertise and evolving systems of policy advice.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.1,"publicationDate":"2024-04-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12630","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140600109","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The role of social procurement policies and cross‐sector partnerships in addressing youth unemployment: A construction industry case study from Australia","authors":"Ariella Meltzer, Martin Loosemore, Jo Barraket, Robyn Keast, Abigail Powell, Kristy Muir, George Denny‐Smith","doi":"10.1111/1467-8500.12635","DOIUrl":"https://doi.org/10.1111/1467-8500.12635","url":null,"abstract":"<jats:label />In Australia, 9.4% of young people aged 15–24 are unemployed, more than double the national rate. The national employment services system in Australia has, however, not successfully tackled this issue. While some wraparound programs have been implemented to better address young people's needs, most are designed to find young people <jats:italic>any</jats:italic> job rather than being tailored towards a specific career. Despite governments encouraging solutions that involve cross‐sector collaboration with private businesses, the potential of industry‐specific solutions has been less well‐explored. Addressing this gap, this paper presents an in‐depth case study of how one major Australian construction company has implemented an industry‐specific collaborative wraparound program to address youth unemployment, called the Connectivity Centre model (CCM). The paper discusses the features of this model that make it distinctive compared to other programs supporting young people's employment. It also discusses how the policy context of social procurement (policies generating social value through procurement processes) and cross‐sector collaboration incentivise the model. The policy implications are explored, highlighting how models like the CCM offer a complementary alternative to other unemployment supports available to young jobseekers in Australia.Points for practitioners<jats:list list-type=\"bullet\"> <jats:list-item>Social procurement policies incentivise private companies’ involvement in youth unemployment programs, including utilising their cross‐sector networks.</jats:list-item> <jats:list-item>Private companies’ involvement enables youth unemployment programs that reflect the same benefits as wraparound programs in intensive/personalised support while providing more industry specificity.</jats:list-item> <jats:list-item>This set of characteristics is unique and complementary within Australia's youth unemployment support landscape.</jats:list-item> </jats:list>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2024-04-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140600069","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Fiscal decentralisation and the attenuating effects of inter‐governmental transfers and economic development on corruption in China","authors":"Minghui Yu, Chang Yee Kwan","doi":"10.1111/1467-8500.12636","DOIUrl":"https://doi.org/10.1111/1467-8500.12636","url":null,"abstract":"The consensus in the literature is that fiscal decentralisation is a means to reduce corruption. For China, the attenuating effects of fiscal decentralisation are often enhanced by other factors. This paper argues that prior findings serve to facilitate the design of anti‐corruption measures but they do not address why individuals may engage in corruption. This is especially as individual evidence suggests that engaging in corruption is against professional ethos in China. This paper suggests that intergovernmental transfers and the relative level of economic development of where a public servant is serving influence the decision of whether to engage in corruption. Specifically, intergovernmental transfers and a higher level of local economic development directly affect the resources that a local administration has. In turn, this affects the extent to which one may realise their motivations for a career in the public sector. Empirical estimates for 1998–2013 serve to support the hypothesis.\u0000Fiscal decentralisation mitigates the prevalence of corruption in China in conjunction with other complimentary factors.\u0000But engaging in corruption is inconsistent with motivations for a public sector career which include engaging in work for society's greater benefit.\u0000Corruption may emerge because public servants feel that they may be unable to achieve their aims for joining the public sector because of local resource constraints.\u0000Empirical findings suggest that increased resources to local administrations from intergovernmental transfers and economic development may discourage public servants from deviating from their stated career motivations, that is, engaging in corruption.\u0000","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2024-04-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140717688","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Decoupling in hybrid arrangements: Insights from the Australian defence industry","authors":"Shruti Sardeshmukh, Mandar Oak, Will Mackay","doi":"10.1111/1467-8500.12629","DOIUrl":"https://doi.org/10.1111/1467-8500.12629","url":null,"abstract":"The Australian Industry Capability (AIC) program presents an example of hybridity where national security interests are served through a complex partnership between the Department of Defence, global prime contractors, and small and medium‐sized Australian companies. Through a qualitative interview study of stakeholders in the defence industry by and triangulating findings from publicly available defence industry documents, this study aims to document the decoupling associated with the AIC program. We find that complexity and opacity, stemming from hybridity, create decoupling in the implementation of the AIC program. We also find that a lack of accountability and monitoring contributes to decoupling. We advance the literature on hybridity into the context of multi‐organisational arrangements in a unique industry and identify how decoupling can impede the achievement of policy objectives in the context of complex hybrid arrangements.\u0000The Australian Industry Capability (AIC) program represents a case of complex hybrid arrangement in public sector management involving the defence industry.\u0000Hybridity of AIC arrangements creates challenges of complexity and opacity, creating conditions that give rise to decoupling. Lack of accountability and monitoring exacerbates these challenges.\u0000Potential for coupling is identified with recommendations provided.\u0000","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2024-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140383621","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Religion and public administration at the micro level: The lens of street‐level bureaucracy theory in democracies","authors":"Niva Golan‐Nadir","doi":"10.1111/1467-8500.12626","DOIUrl":"https://doi.org/10.1111/1467-8500.12626","url":null,"abstract":"<jats:label />The dynamics between religion and state in public administration implementation theories has garnered scholarly interest over the past decade. However, these two realms of study are rarely combined. In this research note, I explore religion and, more specifically, the implementation of religion‐based policies by street‐level bureaucrats, as a public service like any other. I point to the more commonly studied aspect of this realm, namely the influence of personal religious tendencies on the exercise of discretion by the individual street‐level bureaucrat. Further, I discuss the supply of religion‐based services by street‐level bureaucrats in democracies, and the actions they are willing to take (such as promote co‐production or policy entrepreneurship) when religion constraints them from supplying certain public services.Points for practitioners<jats:list list-type=\"bullet\"> <jats:list-item>Street‐level bureaucrats are influenced by their religious perceptions during policy implementation.</jats:list-item> <jats:list-item>These workers may also be constrained by religion‐based policies during implementation, hence provide inadequate public services or not supplying them at all.</jats:list-item> <jats:list-item>Citizens may be dissatisfied with the inadequate services and the burdens it imposes on their lives.</jats:list-item> <jats:list-item>Street‐level bureaucrats who cannot supply certain services due to religion‐based constraints may take on co‐production or policy entrepreneurship strategies outside the standard scope of their job description in order to supply them.</jats:list-item> </jats:list>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2024-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140146705","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Contractualism, Democracy and Ethics","authors":"Spencer Zifcak","doi":"10.1111/j.1467-8500.2001.tb00001.x","DOIUrl":"https://doi.org/10.1111/j.1467-8500.2001.tb00001.x","url":null,"abstract":"Contractualism, as concept and practice, may be defined in different ways (Yeatman 1995, 1998). In this article I am concerned with contracting out or outsourcing as it is otherwise known. That is, I focus upon the process whereby functions undertaken formerly by government are now performed by private or voluntary organisations in a contractual relationship with public service departments and agencies. Whereas departments and agencies once provided a full panoply of services directly, government purchasers now select providers by tendering competitively for an expanding range of employment, education, health, social welfare and local government services. Contractualism, then, involves the recon‐figuation of public service provision to favour quasi‐commercial rather than bureaucratic forms.<jats:sup>*</jats:sup>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2024-02-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139978956","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}