ORCID Profile
0000-0002-5565-5923
Current Organisation
Australian National University
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Policy and Administration | Australian Government And Politics | Organisational Planning And Management | Public Policy | Public Administration
Publisher: Wiley
Date: 12-2008
Publisher: Wiley
Date: 31-01-2022
DOI: 10.1111/PADM.12829
Abstract: Research in the field of public administration has changed and advanced significantly in recent years. These advancements concern both how we engage in research—such as the methods we apply, the interdisciplinary nature of the theories we use, and the research questions we ask. Increasingly, we are witnessing a shift in public‐sector values away from efficiency and effectiveness and toward a paradigm that highlights equity. In this article, we reflect on these changes from our position as editors‐in‐chief of some of the leading journals in the field. In addition to describing the progress of this discipline, we explore emerging windows of opportunity for new research. One such window is research on ways to incorporate interdisciplinary perspectives and methods. We also see the need for work in such areas as social equity, comparative administration, artificial intelligence, and climate change. Finally, we argue for a more proactive approach in disseminating research to those involved in the day‐to‐day decision‐making processes of public organizations.
Publisher: Routledge
Date: 24-07-2013
Publisher: Wiley
Date: 25-05-2008
Publisher: Wiley
Date: 30-09-2009
Publisher: Edward Elgar Publishing
Date: 2014
Publisher: Informa UK Limited
Date: 03-04-2019
Publisher: Informa UK Limited
Date: 21-09-2021
Publisher: Wiley
Date: 05-2009
DOI: 10.1002/PAD.524
Publisher: Emerald
Date: 07-09-2010
DOI: 10.1108/10569211011076929
Abstract: This is a theoretical paper, which aims to consider the role of strategic human resource management (SHRM) in the development of “gross national happiness” (GNH) in Bhutan. The paper initially examines the question of what is strategic capacity building and its importance for developing nations. It then considers the story of Bhutan where the idea of GNH forms the development philosophy and approach to attaining the long‐term visions and goals for the country. Different models and structures for SHRM in Bhutan are discussed in order to determine whether it can be applied to a nation effectively and, if so, whether it will enable the attainment of GNH and the performance desired by the government. A link between SHRM and the achievement of Bhutan's 2020 vision is identified as, if Bhutan is to achieve its national capacity, it must identify the capabilities that it needs and then the strategies to support such developments. All four of Ulrich's HRM types will be required and this will need careful management, as there is a tendency to move towards one or other within an organization. Bhutan is going through a period of extensive change and the values will be changing. What is recognized here is that not only must the SHRM develop appropriate people management strategies, it must also acknowledge its crucial role in the recognition and maintenance of appropriate value sets. The proposed framework is currently limited to a theoretical application for Bhutan because, it is argued, that an appropriate model of SHRM will support the desired attainments, but that to do so the specific values of Bhutan will need to be identified and integrated into policy development. The role of SHRM in supporting or driving change is considered and a potential framework for SHRM in Bhutan is proposed. There is potential to apply these ideas more widely. This paper identifies a role for SHRM in the attainment of GNH for Bhutan, which is important in helping Bhutan to achieve its national capability.
Publisher: Wiley
Date: 18-01-2008
Publisher: Informa UK Limited
Date: 15-02-2021
Publisher: Wiley
Date: 03-2015
Publisher: Emerald
Date: 13-04-2015
DOI: 10.1108/JOCM-12-2013-0249
Abstract: – The purpose of this paper is to focus on the potential role that performance management could play in enabling employees’ adaptability to change and, therefore, successful change implementation. – This research adopted a qualitative case study research design, focussed on seven case studies within the Australian Public Service (APS). This study utilized documentary analysis, semi-structured in idual and group interviews. – The findings of this research demonstrate that adaptability to change is integral for high performance however, the constant change faced by many public servants is disruptive. The authors posit that applying a performance framework developed by Blackman et al . (2013a, b) to change implementation will help overcome, or at least mitigate, these issues. The authors argue that applying this framework will: enable adaptability to change and provide an ongoing management function that enables change to occur. – This research has been limited to seven organizations within the APS, yet it does reveal interesting implications in terms of the apparent role of performance management in both developing change capacity and supporting espoused outcomes. – This research identifies the potential role that performance management can play in supporting effective change implementation through enabling employees to cope better with the change through enabling clarity, purpose and alignment with the organizational direction. – The originality of this paper stems from the synthesis of different strands of literature, specifically high performance, performance management and change management, and empirical research in the public sector to provide a new way of looking at performance management as a change enabler.
Publisher: Australia and New Zealand School of Government
Date: 03-2019
DOI: 10.54810/DZWQ9100
Abstract: This Research Insights Paper is one of a series commissioned through ANZSOG by the 2019 Independent Review of the Australian Public Service, to inform the Review’s deliberations. It looks at how to improve the APS’s ability to serve Australians and meet future challenges by improving its commissioning and contracting, and sets out a vision for an APS that is more strategic and where a much wider range of tools are used to deliver on outcomes. It looks at how the APS can transition from a procurement mindset to adopting approaches that allow it to fully leverage the potential within the APS, and with those it works with, and become an organisations with the capability to design and steward complex systems.
Publisher: Wiley
Date: 03-2009
Publisher: Wiley
Date: 24-11-2021
Publisher: Wiley
Date: 06-2007
Publisher: Informa UK Limited
Date: 19-03-2009
Publisher: Frontiers Media SA
Date: 30-10-2020
Publisher: Informa UK Limited
Date: 08-03-2011
Publisher: Informa UK Limited
Date: 06-2007
Publisher: Academy of Management
Date: 2014
Publisher: Wiley
Date: 18-11-2016
DOI: 10.1111/PUAR.12481
Publisher: Wiley
Date: 27-08-2007
Publisher: Wiley
Date: 30-01-2015
Publisher: SAGE Publications
Date: 26-07-2015
Abstract: We make the case that the adoption of the asset-based approach to community development could reframe how we think of Indigenous policy development and implementation. We present the case of a specific site which explicitly adopted this approach and delivered enhanced outcomes for communities. Drawing on this ex le we identify elements of successful Indigenous policy in terms of enhanced services for citizens: new ways of developing and implementing policy widening the circle of participation and developing social and human capital. We identify the crucial role of appropriate resource allocation and the need for effective, ongoing facilitation to ensure the asset-based approach can be used effectively to improve community development at the local level. Based on the successful adoption of this approach in this ex le, we call for more research into the potential of this approach to drive new approaches in Indigenous policy and implementation.
Publisher: Wiley
Date: 09-2011
Publisher: Wiley
Date: 12-2014
Start Date: 01-2010
End Date: 01-2012
Amount: $66,689.00
Funder: Australian Research Council
View Funded ActivityStart Date: 04-2008
End Date: 04-2011
Amount: $236,000.00
Funder: Australian Research Council
View Funded Activity