Of strong leadership, crisis communication, and pooper scoopers: change in the queensland public service under Newman
By: Grant-Smith, Deanna Chantal Cristina.
Contributor(s): Colley, Linda Katurah.
Material type:
BookPublisher: 2018Description: p.236-252.Subject(s): Downsizing | Leadership | New public management | Organizational change
In:
Australian Journal of Public AdministrationSummary: Governments have historically offered their workforce a public service bargain founded on stable pay and conditions and job security. However, while the Westminster system aims for public service employment to be protected from the whims of government, public servants are nonetheless affected by the political environment in which they operate and changes to this bargain can occur with a new government. This paper focuses on a Queensland public service change process that resulted in large?scale forced redundancies, non?renewal of temporary contracts, and legislative changes that nullified the provisions in job security, organisational change, and redundancy policies. Using communication as a lens through which to understand leadership, it examines how the government communicated with the public service about this organisational change, immediately before and after the 2012 election. In particular, through analysis of public and media commentary, speeches and Hansard records, it examines Premier Newman's change leadership and communication by contrasting pre?election messages�to�the public service with post?election messages�about�the public service and the justifications for change during this period of downsizing. This analysis is used to reflect on political leadership, communication, fair treatment, and trust in public service change. - Reproduced.
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Articles
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Indian Institute of Public Administration | 77(2), Jun, 2018: p.236-252. | Available | AR118656 |
Jun
Governments have historically offered their workforce a public service bargain founded on stable pay and conditions and job security. However, while the Westminster system aims for public service employment to be protected from the whims of government, public servants are nonetheless affected by the political environment in which they operate and changes to this bargain can occur with a new government. This paper focuses on a Queensland public service change process that resulted in large?scale forced redundancies, non?renewal of temporary contracts, and legislative changes that nullified the provisions in job security, organisational change, and redundancy policies. Using communication as a lens through which to understand leadership, it examines how the government communicated with the public service about this organisational change, immediately before and after the 2012 election. In particular, through analysis of public and media commentary, speeches and Hansard records, it examines Premier Newman's change leadership and communication by contrasting pre?election messages�to�the public service with post?election messages�about�the public service and the justifications for change during this period of downsizing. This analysis is used to reflect on political leadership, communication, fair treatment, and trust in public service change. - Reproduced.
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