Changing Employment Relations in Government

Coaldrake, Peter

doi:10.1111/j.1467-8500.1991.tb02276.x

Cited by 9 publications

(6 citation statements)

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“…Traditionally, public services had internal labour markets, with recruitment of new employees into base‐grade positions and promotion through an internal career path. Recruitment reforms opened up these internal labour markets to allow open competition for positions at all levels and went some way towards removing the previous seniority‐based promotion (Coaldrake, 1991; Strickland, 1989).…”

Section: The Changing Qps Policy Frameworkmentioning

confidence: 99%

Not Codgers in Cardigans! Female Workforce Participation and Ageing Public Services

Colley

2011

Gender Work & Organization

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There have been remarkable changes in female labour force participation in the past century. In Australia, the first wave of change included the introduction of equal pay and the softening of attitudes towards married women at work and the second wave of change introduced anti‐discrimination legislation and family‐friendly working conditions. Arguably a third wave of change is emerging, as labour market pressures — caused in part by an ageing workforce — require further efforts to increase the participation of underrepresented groups such as women. The existing literature considers how age affects female participation but not the reverse question of how increased female participation has affected the age of the workforce. This research begins to fill this gap. Using an indicative study of an Australian public service, it explores increases in female participation and the associated increases in age in the case study public service, with a particular focus on the first wave of reforms in the 1970s and the second wave of reforms in the 1990s. The research demonstrates an association between increased female participation and the increasing age of public workforces — in a period of 25 years, the case‐study public service was transformed from being predominantly young and male to being predominantly older and female. Policymakers need to reconsider whether the ageing public workforce is a problem or simply a side effect of worthwhile employment reforms that supported female participation.

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Section: The Changing Qps Policy Frameworkmentioning

confidence: 99%

Not Codgers in Cardigans! Female Workforce Participation and Ageing Public Services

Colley

2011

Gender Work & Organization

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“…The PSMCs far‐reaching reform agenda was not dependent upon workforce data. Merit reforms revitalised recruitment and selection processes, as the internal labour market was replaced with open opportunity to compete for positions (Coaldrake 1991; PSMC 1991). These reforms were important in terms of reinstating Westminster principles, but the assessment of skills at the point of recruitment did not require the support of a sophisticated data system.…”

Section: – Three Steps Forward Under the Public Sector Managemenmentioning

confidence: 99%

Where Have All The Workers Gone? Exploring Public Sector Workforce Planning

Colley

Price

2010

Aust J Public Adm

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Governments undertake extensive planning of many services and functions, but tend to neglect planning of public service workforces. Disruptions to public service delivery, such as shortages of nurses and doctors, have rejuvenated interest in workforce planning, but many organisations struggle to do it effectively. This historical study examines the capacity of central personnel agencies to predict workforce risks and support workforce planning, using a study of the Queensland public service. It identifies lack of workforce data as a barrier to effective workforce planning, as a result of factors such as changes in the direction of the central personnel agency, lack of appreciation for the value of comprehensive central workforce data, and limited agency human resource (HR) skills or capacity.

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“…A major distinctive feature of the public sector reform process is changing employ ment relations. 22 People management in the PSOs is centralized and bureaucratic.…”

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confidence: 99%

Evidence of Strategic HRM Linkages in Eleven Australian Corporatized Public Sector Organizations

Teo¹

2000

Public Personnel Management

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This study explores the adoption of strategic human resource manage ment (HRM) by examining the extent of linkages between HRM and business planning using the Golden and Ramnujam's (1985) strategic integration framework. The sample is drawn from monopolized statutory public sector organizations (PSOs) which have undergone corporatization in Queensland, Australia. The findings provide support for arguing that commercialization provides the impetus for the HRM function to achieve an improved level of strategic integration with the business planning process. Evidence also suggests that after corporatization, HRM functions within these corporatized PSOs have achieved a strategic status within the business planning process.

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Changing Employment Relations in Government

Cited by 9 publications

References 0 publications

Not Codgers in Cardigans! Female Workforce Participation and Ageing Public Services

Not Codgers in Cardigans! Female Workforce Participation and Ageing Public Services

Where Have All The Workers Gone? Exploring Public Sector Workforce Planning

Evidence of Strategic HRM Linkages in Eleven Australian Corporatized Public Sector Organizations

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