Australian Journal of Public Administration最新文献

{"title":"An update from the Editors of the Australian Journal of Public Administration","authors":"The Editors","doi":"10.1111/1467-8500.12589","DOIUrl":"10.1111/1467-8500.12589","url":null,"abstract":"","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2023-06-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12589","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44419576","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":"Public services in island sub‐districts: Towards geography‐based governance","authors":"Jusuf Madubun","doi":"10.1111/1467-8500.12586","DOIUrl":"https://doi.org/10.1111/1467-8500.12586","url":null,"abstract":"","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2023-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42211196","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":"Public service motivation helps: Understanding the influence of public employees’ perceived overqualification on turnover intentions","authors":"Yuanjie Bao, W. Zhong","doi":"10.1111/1467-8500.12588","DOIUrl":"https://doi.org/10.1111/1467-8500.12588","url":null,"abstract":"","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2023-05-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46773608","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 negative relationships between employee resilience and ambiguity, complexity, and inter-agency collaboration","authors":"Geoff Plimmer,&nbsp;Joana Kuntz,&nbsp;Evan Berman,&nbsp;Sanna Malinen,&nbsp;Katharina Näswall,&nbsp;Esme Franken","doi":"10.1111/1467-8500.12587","DOIUrl":"10.1111/1467-8500.12587","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>Employee resilience (ER) is often needed to face demands inherent in public sector work. Some types of demands, however, may hinder its development, rather than provide the type of challenging adversity from which resilience can develop. Public sector job demands have been a long-standing issue for public workplaces and employees but are also growing in salience as organisations face an increasingly variable, uncertain, complex, and ambiguous environment. Drawing on the Job Demands–Resources model and the challenge/hindrance stress literature, this multi-level study of Aotearoa New Zealand civil servants (<i>n</i> = 11,533) in 65 public sector organisations shows that ER is negatively affected by demands such as job insecurity, unclear job and organisational goals, and inter-agency collaboration. However, organisational resource constraints are positively associated with ER. This study identifies core PA job and organisational demands that hinder ER and offers practical implications and suggestions for further research.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Job role ambiguity, job insecurity, unclear organisational goals, and inter-agency collaboration are common job and organisational demands in public sector workplaces.</li>\u0000 \u0000 <li>For employees, these demands are stressors that employees do not feel they control, and may therefore hinder employee resilience: the ability to learn, adapt, and leverage networks in the face of challenges.</li>\u0000 \u0000 <li>Surprisingly, resource constraints, where employees have to ‘do more with less’, might help employees develop ER.</li>\u0000 \u0000 <li>While inter-agency collaboration has potentially many benefits, it appears to have negative spillover effects on employees unaware of it or not involved in it.</li>\u0000 \u0000 <li>To encourage ER, agencies should clarify both organisational and job goals, and assure job security, control, competency development, and supervisor support.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2023-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12587","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42526636","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":"Policy-making, policy-taking, and policy-shaping: Local government responses to the COVID-19 pandemic","authors":"Chris Stoney,&nbsp;Andy Asquith,&nbsp;Karyn Kipper,&nbsp;Jeff McNeill,&nbsp;John Martin,&nbsp;Alessandro Spano","doi":"10.1111/1467-8500.12585","DOIUrl":"10.1111/1467-8500.12585","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>The COVID-19 pandemic has challenged nations states across the world. They have implemented lockdown and social distancing and with the development of vaccines have gone to great lengths to build herd immunity for their populations. As place managers, local government has played a variety of roles supporting central government edicts related to social distancing and supporting local businesses impacted by lockdowns. The research reported here comparing the role local government has played in Australia, Canada, Italy, and New Zealand shows that they have at different times and for different issues been policy takers from central government, policy shapers, and policy makers adapting national strategies. Local government plays an important complementary role with central governments in both unitary and federal systems of government. The paper contributes to the literature on multi-level governance, place-based decision-making, and disaster and emergency management by offering a framework for analysing municipal roles in crises management both in their relationship with higher layers of government and in their acting as locally placed organisations.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Cross-national study: Australia, Canada, Italy, and New Zealand.</li>\u0000 \u0000 <li>Examination of local government responses to COVID-19 pandemic as policy makers, takers, or shapers.</li>\u0000 \u0000 <li>Comparison of federal and unitary states.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2023-04-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12585","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45641424","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 other side of the local government ledger—The association between revenue growth and population growth","authors":"Joseph Drew,&nbsp;Masato Miyazaki,&nbsp;Michael A. Kortt","doi":"10.1111/1467-8500.12583","DOIUrl":"10.1111/1467-8500.12583","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>Population growth exerts an impact on both sides of the local government accounting ledger—expenditure and revenue. Despite this fact, the vast scholarly literature on local government finance has been myopically focussed on expenditure functions. This apparent neglect to also consider the revenue side of the ledger is problematic because many regulators across the globe have exhorted local governments to pursue growth according to the assumption that it will promote fiscal health. In this article, we first set out a number of propositions that combine to cast some doubt on the common wisdom dispensed by local government policy-makers. Following this, we empirically explore the effects of population growth on revenue by making recourse to a comprehensive 10-year panel of revenue and population data. We conclude our work with some important public policy recommendations arising from the need to mitigate the prima facie surprising results that we obtain.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>\u0000 <p>Public policy architects have exhorted local governments to pursue population growth as a way to mitigate financial sustainability problems. However, this advice has been based on assumptions only and not subjected to empirical investigation.</p>\u0000 </li>\u0000 \u0000 <li>\u0000 <p>Econometric estimations demonstrate a negative association between unit revenue and population growth which means that the policy advice is likely to exacerbate financial distress.</p>\u0000 </li>\u0000 \u0000 <li>\u0000 <p>A number of changes could be made to local government taxation, pricing, and grants that would mitigate the deleterious effects of population growth on financial sustainability.</p>\u0000 </li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2023-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12583","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41682000","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 authentic leadership on healthcare Street-Level Bureaucrats’ well-being during the pandemic","authors":"Nasim Salehi,&nbsp;Yvonne Brunetto,&nbsp;Tom Dick","doi":"10.1111/1467-8500.12584","DOIUrl":"10.1111/1467-8500.12584","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>This study uses Conservation of Resources Theory, to explain Street-Level Bureaucrats’ (SLBs) workplace behavioural responses to threats to their well-being. We examine whether authentic leadership within street-level organisations positively impacts employee well-being by increasing SLBs’ perception of personal resources, and reducing their perceptions of work harassment. The research design comprises a survey that solicited quantitative and qualitative data from 163 healthcare SLBs working in Australian hospitals during the pandemic in April 2020. Analysis of the means indicates low levels of satisfaction with leadership and low levels of well-being for SLBs. The structural equation modelling findings show that poor leadership is associated with higher levels of work harassment and lower levels of employee well-being. Qualitative data support these findings. As healthcare workers were already listed as over-represented in the stress-related workers compensation statistics, one strategy may be to improve the level of organisational support by upskilling managers in authentic leadership behaviours with the aim of increasing their perception of support so as to increase employee well-being. This will benefit employees and their families, and the community they service.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Street-Level Bureaucrats (SLBs) have been increasingly experiencing the public sector gap (demand outstripping supply of resources) because of the dominance of the austerity-driven managerialist paradigm.</li>\u0000 \u0000 <li>The recent COVID-19 crisis amplified the severity and impact of the public sector gap causing increased perceptions of work harassment and reductions in SLBs’ well-being.</li>\u0000 \u0000 <li>However, SLBs with high levels of Psychological Capital had a natural buffer in place to protect their well-being, and as such, they perceived less work harassment and erosion of their well-being.</li>\u0000 \u0000 <li>The way forward is to complement the austerity-driven managerialist paradigm in management decision-making with authentic leadership behaviours focused on maximising the well-being of SLBs and the public.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2023-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12584","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46113433","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":"Do ‘humble’ leaders help employees to perform better? Evidence from the Chinese public sector","authors":"Fan Wu,&nbsp;Qiwei Zhou","doi":"10.1111/1467-8500.12582","DOIUrl":"10.1111/1467-8500.12582","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>Humility is crucial for public sector leaders as it enables them to recognise their inadequacies and acknowledge others’ competencies in complex external environments. Despite its benefits, our knowledge of the influence of leader humility in the public sector remains limited. This study provides insights into <i>how</i> and <i>when</i> leader humility influences employee performance in public sectors. Based on Self-Determination Theory, this article posits that leader humility enhances the leader's perception of employee performance by promoting intrinsic motivation. Moreover, drawing on Dominance Complementarity Theory, it is revealed that the above effect is stronger when the employee has a highly proactive personality. To assess the mechanism and boundary condition of leader humility on the perception of employee performance, our study uses a two-wave multi-source survey of 136 leader–employee dyads amongst public sector workers located in north-eastern China. The results are consistent with our theoretical predictions. We discuss implications for understanding how public leader humility influences employees’ motivation and subsequent performance, and how a leader's character and an employee's personality may enhance desirable outcomes.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Humble public leaders can satisfy their followers’ basic self-determining psychological needs and improve followers’ intrinsic motivations.</li>\u0000 \u0000 <li>Since humble public leaders care more about others and can minimise the effect of leader–follower power imbalances, facilitate frequent interactions, and spotlight followers’ unique abilities, they tend to enhance the followers’ job performance through their increased intrinsic motivation.</li>\u0000 \u0000 <li>Humble public leaders are non-hierarchical and power equalising. They could positively interact with proactive followers who tend to take the initiative to get things done. The interaction facilitates followers’ higher intrinsic motivation and job performance.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2023-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44473630","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":"Backloading to extinction: Coping with values conflict in the administration of Australia's federal biodiversity offset policy","authors":"Megan C. Evans","doi":"10.1111/1467-8500.12581","DOIUrl":"10.1111/1467-8500.12581","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <p>Policy-makers are frequently required to consider and manage conflicting public values. An example of this in the environmental domain is biodiversity offset policy, which governments worldwide have adopted as a mechanism to balance environmental protection with socio-economic development. However, little work has examined administrative practices underpinning biodiversity offset policy implementation, and how the adoption of coping strategies to manage value conflicts may influence resulting policy outcomes. This study fills this research gap using a case study of Australia's federal biodiversity offset policy under the <i>Environment Protection and Biodiversity Conservation</i> (EPBC) <i>Act 1999</i>. Using data from 13 interviews of federal policy administrators, I show that the introduction of a new policy in 2012 enabled a shift from the use of precedent to a technical approach for setting offset requirements under the EPBC Act. Yet, multiple sources of policy ambiguity remain, and administrators have adopted post-approval condition-setting, or ‘backloading’—a form of cycling, facilitated by structural separation—to defer detailed assessments of offset requirements until after biodiversity losses are approved. Backloading thus undermines the effectiveness of environmental policy and will persist as coping strategy unless policy ambiguity is reduced via legislative amendments and adequate resourcing of biodiversity conservation.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Points for practitioners</h3>\u0000 \u0000 <div>\u0000 <ul>\u0000 \u0000 <li>Biodiversity offset policy requires administrators to manage conflicting environmental and socioeconomic values.</li>\u0000 \u0000 <li>Technical decision tools reduce reliance on case-by-case decision-making, but multiple ambiguities persist.</li>\u0000 \u0000 <li>Backloading (post-approval condition-setting) defers values conflict, but reduces transparency, accountability, and policy effectiveness.</li>\u0000 \u0000 <li>Policy ambiguity must be reduced at the political level to facilitate effective biodiversity conservation.</li>\u0000 </ul>\u0000 </div>\u0000 </section>\u0000 </div>","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2023-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8500.12581","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44125125","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":"Public servants working from home during the pandemic: Who gained and who lost?","authors":"Sue Williamson, L. Colley, T. Huybers, M. Tani","doi":"10.1111/1467-8500.12580","DOIUrl":"https://doi.org/10.1111/1467-8500.12580","url":null,"abstract":"","PeriodicalId":47373,"journal":{"name":"Australian Journal of Public Administration","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2023-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41329883","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}