01962nam a2200181Ia 4500008004100000100004100041245012300082260000900205300001500214504000800229520138600237650001501623650001501638650002601653650002601679700002601705773004901731181130s2018    xx            000 0 und d  aGrant-Smith, Deanna Chantal Cristina  aOf strong leadership, crisis communication, and pooper scoopers:bchange in the queensland public service under Newman  c2018  ap.236-252.  dJun  aGovernments 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.  aDownsizing  aLeadership  aNew public management  aOrganizational change  aColley, Linda Katurah  aAustralian  Journal of Public Administration