Ethics and public sector management: the Western Australian experience
By: Haynes, Bruce.
Contributor(s): Jones, Helen Melville.
Material type:
ArticlePublisher: 1999Description: p.70-82.Subject(s): Civil service ethics - Western Australia | Civil service - Western Australia | Civil service
In:
Australian Journal of Public AdministrationSummary: This paper considers two specific difficulties in developing a code of ethics for the public sector, the contested nature of the values to be expressed in a code of ethics and the organisational demands of a corporate managerialist framework which uses performance indicators. Using the example of the Western Australian public sector code of ethics, the authors conclude that a good strategy for developing a public sector code of ethics will recognise contestability, demonstrate philosophical integrity in the code, mesh the code with identified performance indicators and provide whistleblower protection. The strategy described provides a sufficient framework for any public sector bureaucracy to develop a justifiable code of ethics for use by public sector employees. - Reproduced
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Indian Institute of Public Administration | Volume no: 58, Issue no: 2 | Available | AR42222 |
This paper considers two specific difficulties in developing a code of ethics for the public sector, the contested nature of the values to be expressed in a code of ethics and the organisational demands of a corporate managerialist framework which uses performance indicators. Using the example of the Western Australian public sector code of ethics, the authors conclude that a good strategy for developing a public sector code of ethics will recognise contestability, demonstrate philosophical integrity in the code, mesh the code with identified performance indicators and provide whistleblower protection. The strategy described provides a sufficient framework for any public sector bureaucracy to develop a justifiable code of ethics for use by public sector employees. - Reproduced
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