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Beyond Public Sector Reform – The Persistence of Change

Citation

Shannon, EA, Beyond Public Sector Reform - The Persistence of Change, Australian Journal of Public Administration pp. 1-10. ISSN 0313-6647 (2016) [Refereed Article]

Copyright Statement

Copyright 2016 Institute of Public Administration Australia

DOI: doi:10.1111/1467-8500.12235

Abstract

This article responds to the conundrum of public sector reform identified by O’Flynn (2015): why are so many reform programs initiated when so few clearly apparent and measurable benefits result? It draws on the literature analysing change management in the public sector and the results of a qualitative analysis of responses from Tasmanian health and human services public sector employees. While recognising the contextualised nature of change in a complex, adaptive system, the article identifies some lessons that may be drawn from this case study and applied more broadly. These include the importance of: communication, understanding employee stress and promoting practices for resilience, and for explicit change management and leadership throughout the organisation. An overview of change management resources developed by public sector agencies around Australia suggests that this approach is more common in the practice of public sector reform than it is reflected in the literature analysing these reforms.

Item Details

Item Type:Refereed Article
Keywords:public sector, change management, three capitals, health and human services
Research Division:Medical and Health Sciences
Research Group:Public Health and Health Services
Research Field:Health Care Administration
Objective Division:Law, Politics and Community Services
Objective Group:Work and Institutional Development
Objective Field:Employment Patterns and Change
Author:Shannon, EA (Dr Elizabeth Shannon)
ID Code:113176
Year Published:2016
Deposited By:Medicine (Discipline)
Deposited On:2016-12-15
Last Modified:2017-10-13
Downloads:0

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