000			02020nam a2200205Ia 4500
008			181130s2018 xx 000 0 und d
100			_aGrant-Smith, Deanna Chantal Cristina
245			_aOf strong leadership, crisis communication, and pooper scoopers: _bchange in the queensland public service under Newman
260			_c2018
300			_ap.236-252.
504			_dJun
520			_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.
650			_aDownsizing
650			_aLeadership
650			_aNew public management
650			_aOrganizational change
700			_aColley, Linda Katurah
773			_aAustralian Journal of Public Administration
906			_aLeadership
999			_c506861 _d506861