The changing and enduring priorities of Deputy Ministers through the IPAC survey

Dutil, Patrice; Migone, Andrea

doi:10.1111/capa.12405

Cited by 6 publications

(4 citation statements)

References 38 publications

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“…The survey did not ask if this activity was done alone or in meetings, but clearly respondents felt that their functions still included this expertise-intensive activity. The corollary is also evident: 90% of the time of a DM was devoted to acting and directing in the here-and-now, using their management expertise to guide their departments in their implementation of programs, thereby confirming recent findings that DM work has indeed moved from more strategic concerns of the 1990s to today (Dutil and Migone, 2021)…”

Section: Survey Resultssupporting

confidence: 66%

Leadership on the run: time management among deputy ministers in Canada

Dutil

Migone

2021

IJPL

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PurposeThe authors examine the time allocation and management of deputy ministers (DMs) in Canada.Design/methodology/approachThe authors analyze the results from a 2020 survey of DMs.FindingsThe authors observe that, like private sector leaders, DMs work very long hours and tend to allocate their time fairly consistently across functions. Nevertheless, important differences exist particularly depending on the size of their department.Research limitations/implicationsWhile a substantial percentage of answers were returned, these skew toward provincial rather than federal public servants and not all jurisdictions are equally represented.Practical implicationsThe distribution of areas of focus for DMs and their time allocation differences speak to potentially important discussions to be had in time management practice.Originality/valueThis is the first and only analysis of time management for senior public service executives based on a survey instrument.

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Section: Survey Resultssupporting

confidence: 66%

Leadership on the run: time management among deputy ministers in Canada

Dutil

Migone

2021

IJPL

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“…But these same concerns are raised by more mundane problems ranging from those with built‐in long time horizons, such as correcting deforestation and maintaining the sustainability of pension funds (Jacobs, 2008), to those which merely repeat over time, like unemployment or inflation. They also include problems that are mostly short term but must be maintained continuously over time, such as many health‐care services (Dutil & Migone, 2021).…”

Section: Robustness and The Temporal Dimension Of Policy Designsmentioning

confidence: 99%

Designing for adaptation: Static and dynamic robustness in policy‐making

Howlett

Ramesh²

2022

Public Administration

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Policy tools are chosen and deployed in the expectation that they will continue to work effectively over extended periods of time. This is a tall expectation to meet, given that the nature of policy problems and their contexts change constantly. To continue to operate effectively in the face of these changes and respond to policy feedback from policy actors and outputs, policy mixes must be robust. This robustness is of two types: static robustness in which policy means adapt while policy goals remain unchanged, and dynamic robustness in which both goals and tools change. The first equates robustness with resilience—that is, the ability to bounce back to a previous state and attain original goals in altered contexts caused by some change in internal or external conditions. The second, however, is more complex as it can involve changes in aspects of policy goals as well as means in order to allow policies to adapt more broadly by altering their form in response to changing circumstances. This second type of “dynamic robustness” focuses attention on the need for agility and upon the requisites for the creation of policy designs which allow for substantive changes in form as well as state. The article lays out these concepts and their interrelationships and the kinds of procedural and other tools involved in achieving either. It illustrates their features and differences using examples from different sectoral cases.

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“…A top priority of all governments is to attract and retain a public sector workforce that is motivated and enthusiastic to do good for society and remains engaged in their career, while minimizing employee disengagement, burnout, absenteeism, and turnover (Dutil & Migone, 2021). It is critical that we understand how individual characteristics, such as gender (DeRiviere et al, 2021), institutional characteristics, such as employer practices, and life course events, including work experiences, shape motivations over time.…”

Section: Introductionmentioning

confidence: 99%

Staying Motivated: The Study Protocol for a Life-Course Analysis of the Career Paths of Canadian Public Servants

Wranik

McGowan

DeRiviere

et al. 2023

International Journal of Qualitative Methods

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All Canadians benefit from a high quality of public service delivery, which is directly related to the motivation of public servants. A top priority for governments is to attract and retain a public sector workforce that is motivated and enthusiastic to serve the public good. The Public Service Motivation (PSM) theory offers a framework for the analysis of motivations of public servants. Knowledge is lacking on how motivations of public servants change over time and are shaped by the life-course dynamics of identities, roles, inequalities, and experiences. Our goal is to chronicle the motivations of individuals over a life course, specifically from the onset of their career in the public service to their current career stage. We will contribute to PSM theory by combining it with the Life Course Theory (LCT). This will allow for the analysis of change in PSM over time and in relation to other life events. We aim to further our understanding of determinants of motivation of public servants by unveiling the dynamic, gendered, and diverse nature of PSM, and its interconnections with professional and personal lives. Our approach is qualitative. We will interview 100 alumni of graduate public administration programs in four Canadian institutions with reference to their graduate program admissions letter as a point of departure. During reflexive interviews, participants will co-analyse their admissions letters, where our role will be to guide them along the PSM framework. We will hear from study participants how their motivations changed since those expressed in their admissions letter, to what extent motivations over time were influenced by the events in their professional and personal lives, their identities, and roles in the workplace and in society, and their personal characteristics. Interview transcripts will be analysed using reflexive thematic analysis and interpreted jointly with the study participants.

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The changing and enduring priorities of Deputy Ministers through the IPAC survey

Cited by 6 publications

References 38 publications

Leadership on the run: time management among deputy ministers in Canada

Leadership on the run: time management among deputy ministers in Canada

Designing for adaptation: Static and dynamic robustness in policy‐making

Staying Motivated: The Study Protocol for a Life-Course Analysis of the Career Paths of Canadian Public Servants

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