The Phoenix pay system and intention to quit the federal public service

Cooper, Christopher A.; Turgeon, Luc

doi:10.1111/capa.12434

Cited by 3 publications

(1 citation statement)

References 55 publications

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“…And while country-based or comparative analysis of agencies around the world have not yielded any definitive answers with respect to agencification trends and organizational innovation and efficiency, until now we have had no basis to make claims, positive or negative, about what is happening in Canada in a broad sense. This study aimed to address this gap by drawing on high-quality data available from the Government of Canada, responding to recent efforts to make better use of PSES micro data (Cooper and Turgeon, 2021; McGrandle, 2019; Mullins et al, 2021). The data do not include provincial government departments or agencies but represent an original and systematic first look into agency organizational dynamics in Canada.…”

Section: Discussionmentioning

confidence: 99%

Assessing the Promise and Performance of Agencies in the Government of Canada

Doberstein¹

2022

Can J Pol Sci

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Canada has not escaped trends in most liberal democracies with the rapid growth of agencies created by government to deliver public goods, often justified on elements of their mandate—service delivery, adjudication of disputes, regulatory oversight, among others—benefiting from an arm's-length relationship to the government of the day. Yet Canadian studies of this phenomenon remain mostly absent from the robust comparative literature theorizing and documenting the emergence of widespread “agencification” and its relationship to performance. This article draws on the Government of Canada's Public Service Employee Survey (PSES) microdata from 2017 to test key hypotheses advanced by proponents of agencification, specifically that agencies are more innovative, autonomous and efficient public organizations. We discover that those working in agencies generally report less climate of innovation and less work autonomy than those working in departments, though some types of agencies—namely regulatory and parliamentary ones—defy these trends.

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Section: Discussionmentioning

confidence: 99%

Assessing the Promise and Performance of Agencies in the Government of Canada

Doberstein¹

2022

Can J Pol Sci

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The Problems of Public Procurement in Canada: Rule Layering, Strategic Purchasing, and Risk Aversion as a Toxic Stew

Howlett,

Migone

2024

Can Public Adm

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This article analyzes persistent challenges in Canadian public procurement, examining in particular the federal government's complex, multi‐layered purchasing processes which have contributed to high‐profile failures, such as most recently the ArriveCan app and, over the past century, the majority of major military procurement projects. The primary issues found to contribute to these problems include excessive rule layering, unnecessary strategic purchasing complexities, bureaucratic risk aversion and political interference which together form a “toxic stew” leading to poorly designed processes hampering procurement efficiency and effectiveness. The article highlights three main strategic directions for improvement: streamlining procurement to increase efficiency, rethinking strategic purchasing to simplify decision‐making, and enhancing transparency and accountability for all projects to combat excessive caution and political interference. These proposals aim to address the key structural and political issues that have undermined procurement and help reform this key area of government activity.

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Les effets des coupes budgétaires et des réductions de personnel sur la satisfaction au travail des employés

Kaboré,

Charbonneau

2023

gouvernance

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Des effets négatifs sur le bien-être des employés sont présumés dans la foulée des coupes. Ces présupposés sont avancés de manière répétée dans la littérature, bien que les preuves empiriques restent encore assez limitées. La présente étude tente de déterminer si les coupes budgétaires et réductions de personnel des ministères touchés ont eu les répercussions pressenties dans la littérature sur la satisfaction au travail des fonctionnaires fédéraux au Canada. Des restrictions budgétaires de 5 %, mais inférieures à 10 %, sans réduction de personnel, ont été la norme. Des coupes budgétaires se sont rarement ajoutées aux réductions de personnel. Les résultats montrent que seules les réductions budgétaires d’au moins 10 % affectent négativement, mais marginalement, la satisfaction des fonctionnaires. Globalement, une légère baisse de satisfaction au travail a été observée, alors que la théorie prévoyait une perte de satisfaction plus prononcée. Pour de prochains épisodes d’austérité, des coupes paramétriques de 5 % du budget ou des effectifs pourraient être maintenues afin de minimiser les effets pervers sur la satisfaction au travail des fonctionnaires fédéraux.

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The Phoenix pay system and intention to quit the federal public service

Cited by 3 publications

References 55 publications

Assessing the Promise and Performance of Agencies in the Government of Canada

Assessing the Promise and Performance of Agencies in the Government of Canada

The Problems of Public Procurement in Canada: Rule Layering, Strategic Purchasing, and Risk Aversion as a Toxic Stew

Les effets des coupes budgétaires et des réductions de personnel sur la satisfaction au travail des employés

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