000			01350pab a2200193 454500
008			180718b1999 xxu||||| |||| 00| 0 eng d
100			_aHaynes, Bruce
245			_aEthics and public sector management: the Western Australian experience
260			_c1999
300			_ap.70-82
362			_aJun
520			_aThis 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
650			_aCivil service ethics - Western Australia
650			_aCivil service - Western Australia
650			_aCivil service
700			_aJones, Helen Melville
773			_aAustralian Journal of Public Administration
909			_a41845
999			_c41845 _d41845