Gain and pain: the effects of Australian public sector restructuring

Article Abstract:

An organizational restructuring survey revealed that downsizing projects in the public sector are caused by wider corporate and organizational demands, are concentrated on the issue of staffing and client service and leave an important sense of aftershock among survivors. Reasons behind delayering are the same as those of downsizing, despite a variation in the ranking of the objectives. Moreover, the results indicate that middle managers have also encountered negative consequences of organizational restructuring, which have conventionally been regarded as affecting lower level white-and blue-collar workers.

Downsizing (Management), Public sector

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A comparative analysis of senior executive services in Australia

Article Abstract:

The nine Australian senior executive services (SES) share some common purposes and features as well as some significant differences. Each is intended to guarantee better performance from senior public servants and to hold them more responsible for their performance. However, a trend away from the traditional SES concept that balances the conventional career service with the managerial imperative and toward a private sector model that is considered an unsuitable form of governance in the public sector is evident.

Australia, Human resource management, Civil service reform

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Public services production in context: toward a multilevel, multistakeholder model

Article Abstract:

An analysis of the implementation of performance measurement systems by administrative agencies reveals that incorporating a multilevel, multigoal and multistakeholder approach may result in a public policy with formal goals and appropriations. The study also reveals that the resulting public policy may be implemented at various levels and will yield fixed, measurable and direct service capacities.

Models, Administrative agencies, Government agencies, Government productivity

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