In 2004 a bold experiment in the use of joined-up approaches to policy-making and implementation, best captured in the design of new policy architecture and the creation of a co-location model for service delivery, was undertaken to address the entrenched disadvantage of Indigenous Australians. In this article we report on inhibitors, explaining the under-performance of the joined-up experiment, and facilitators, which explain, in part, the existence of a small number of examples defying the broader trend.
Enhanced performance has been the focus of public administration and management research for years. High performance organizations have characteristics that differentiate them from others; they also utilize high performance work practices (HPWPs). A core HPWP is performance management, which seeks to align individual performance with organizational outcomes. We posit that performance management can enable high performance through managing employee expectations. Drawing on a study undertaken in the Australian Public Service, we demonstrate how using an expectancy theory lens helps explain how performance management can support high performance. We suggest that all three elements of expectancy theory—valance, expectancy, and instrumentality—need to be in place to support the creation of goal and role clarity, critical components of high performance. This offers practitioners a way of structuring effective conversations and scholars the opportunity to consider the theoretical implications of linking expectancy theories, performance management, and high performance.
AbstractThis article presents a continuum of possible coproduction arrangements between scholars and practitioners and suggests that greater engagement is necessary to bridge the commonly cited problems that create the gap between research and practice. Reflections on an Australian case of a major public sector coproduction partnership, the highest degree of interaction on the continuum, are used to argue that successful engagement between practitioners and scholars is possible, while also recognizing the difficulties inherent in this process. The benefits and challenges of this partnership are presented, as well as critical factors that drive effective relationships. Lessons are drawn for the development of future coproduction partnerships, including the importance of recognizing that both scholars and practitioners are, in fact, researchers.
"In an era of low trust in government and a pervasive negativity bias, this volume goes against the grain. It examines the foundations, practices and tools of a distinctly positive strand of public administration (PPA). This book asserts that there is a perennial need for social, evidence-based learning on what to aspire to and what works in public administration. Responding to this need, scholars from five continents present research that has been designed to do just that. Employing an array of frameworks and methods, they present studies of high-performing policies and programs and explore what makes them tick and what might be learned from how they were designed and delivered. Taken together, the 27 contributions make a powerful case for the added value of PPA as an intellectual and practical endeavour. Laying out a future agenda for the field, this book is invaluable for students and scholars of public administration and management, public policy, regulation and governance. Theoretically grounded and conceptually innovative, it is also beneficial to policymakers seeking evidence for their belief that when done well, government does make an immensely positive contribution to society"--
AbstractResearch 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.
