Australian Journal of Public Administration最新文献

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 (n = 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.

Points for practitioners

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.

Points for practitioners

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.

Points for practitioners

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.

Points for practitioners

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 how and when 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.

Points for practitioners

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 Environment Protection and Biodiversity Conservation (EPBC) Act 1999. 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.

Points for practitioners