Managing Human Resources in light of New Public Management Ideals: Corroboration from an Australian Public Sector Organization
คำสำคัญ:
ระบบการควบคุมดูแล, การจัดการทรัพยากรมนุษย์, การจัดการภาครัฐแนวใหม่, ภาครัฐ, ออสเตรเลีย, ทฤษฎีปฏิสัมพันธ์สองทางบทคัดย่อ
ตั้งแต่ทศวรรษที่ 80 เป็นต้นมา ภาครัฐของออสเตรเลียได้นำแนวคิดการจัดการภาครัฐแนวใหม่ (New Public Management – NPM) มาใช้และยังนำไปใช้กับการบริหารจัดการในภาคเอกชนอีกด้วย แนวคิดการจัดการภาครัฐแนวใหม่ก่อให้เกิดการเปลี่ยนแปลงโครงสร้าง กระบวนการทำงาน และการจัดการทรัพยากรมนุษย์ในองค์กรภาครัฐเพื่อปรับปรุงการทำงานให้ดีขึ้น การปฎิรูปภาครัฐด้วยแนวคิดการจัดการภาครัฐแนวใหม่ในประเด็นที่เกี่ยวข้องกับการจัดการทรัพยากรมนุษย์ของออสเตรเลียจึงเป็นที่มาของการศึกษาในครั้งนี้ ทั้งนี้ มีวัตถุประสงค์เพื่อศึกษาเชิงลึกว่าการจัดการทรัพยากรมนุษย์ซึ่งเป็นหนึ่งในเครื่องมือสำคัญต่อการขับเคลื่อนการดำเนินงานได้ถูกนำไปใช้ในองค์กรต่าง ๆ ในภาครัฐของออสเตรเลียอย่างกว้างขวางและเป็นระบบ โดยศึกษาจากหน่วยงานในเขตปกครองพิเศษออสเตรเลียแคพิทอลเทร์ริทอรี (Australian Capital Territory: ACT) เป็นการศึกษาเชิงคุณภาพโดยศึกษารวบรวมข้อมูลจากกรณีศึกษา แหล่งข้อมูลหลักได้จากเอกสารและการสัมภาษณ์แบบไม่มีโครงสร้างซึ่งเป็นแบบปลายเปิด นอกจากนี้ ผู้วิจัยยังได้มีการสังเกตการณ์เพิ่มเติมอีกด้วย ข้อมูลเชิงประจักษ์รวบรวมจากหน่วยงานต่าง ๆ ซึ่งมีการนำแนวคิด
การจัดการภาครัฐแนวใหม่ไปใช้กับการจัดการทรัพยากรมนุษย์ในองค์กร เป้าหมายของการจัดการทรัพยากรมนุษย์ตามแนวทางนี้คือ ช่วยให้มีความสอดคล้องระหว่างองค์กรกับการบริหารคนในองค์กร งานวิจัยชิ้นนี้จะทำให้เข้าใจการจัดการทรัพยากรมนุษย์โดยสร้างความเข้าใจเกี่ยวกับกลไกการกำกับดูแลการจัดการทรัพยากรมนุษย์ในองค์กรภาครัฐในบริบทของการจัดการภาครัฐแนวใหม่
เอกสารอ้างอิง
Abernethy, M. A., & Brownell, P. (1997). Management control systems in research and development organizations: The role of accounting, behavior and personnel controls. Accounting, Organizations and Society, 22(3-4), 233-248.
ACT Government (2007), Public Sector Management ACT 1994: A1994-37. Republication No. 24. ACT. Australia.
Azizi, N., Zolfaghari, S., & Liang, M. (2010). Modeling job rotation in manufacturing systems: The study of employee’s boredom and skill variations. International Journal of Production Economics, 123(1), 69-85.
Barrett, G., Murphy, S., & Miller, R. (1994). Financial management reform. In Stewart, J. (ed.). From Hawke to Keating- Australian Commonwealth Administration 1990-1993. Australia: Centre for Research in Public Sector Management, University of Canberra & Royal Institute of Public Administration.
Bevir, M., Rhodes, R. A. W., & Weller, P. (2003). Traditions of governance: Interpreting the changing role of the public sector in comparative and historical perspective. Public Administration, 81(1), 1-17.
Blonder, I. (2010). Public interests and private passions: A peculiar case of police whistleblowing. Criminal Justice Ethics, 29(3), 258-277.
Buelens, M., & Van den Broeck, H. (2007). An analysis of differences in work motivation between public and private sector organizations. Public Administration Review, 67(1), 65-74.
Campion, M. A., Cheraskin, L., & Stevens, M. J. (1994). Career related antecedents and outcomes of job rotation. The Academy of Management Journal, 37(6), 1518-1542.
Carlin, T. M. (2006). Victoria’s accrual output based budgeting system- delivering as promised? Some empirical evidence. Financial Accountability and Management, 22(1), 1-19.
Colley, L. (2001). The changing face of public sector employment. Australian Journal of Public Administration, 60(1), 9-20.
Conrad, L. (2005). A structuration analysis of accounting systems and systems of accountability in the privatised gas industry. Critical Perspectives on Accounting, 16(1), 1-26.
Crawford, L., Costello. K., Pollack, J., & Bentley, L. (2003). Managing soft change projects in the public sector. International Journal of Project Management, 21, 443-448.
CSD. (2010-2011). Annual Report Volume 1. ACT. Australia.
DHCS. (2007a). Service Delivery Platform. ACT. Australia.
_____. (2007b). Guide to Performance Management. ACT. Australia.
_____. (2007c). Union Collective Agreement 2007-2010. ACT. Australia.
Doyle, M., Claydon, T., & Buchannan, D. (2000). Mixed results, Lousy process: The management experience of organizational change. British Journal of Management, 11(Special Issue), S59-S80.
English, L. (2002). Emasculating public accountability in the name of competition: transformations of state audit in Victoria. Critical Perspectives on Accounting, 14(1-2), 51-76.
Geertz, C. (1973). The Interpretation of Cultures. New York: Basic Books.
Giddens, A. (1976), New Rules of Sociological Method: A Positive Critique of Interpretative Sociologies. New York: Basic Books, Inc.
Giddens, A. (1979). Central Problems in Social Theory. London: The Macmillan Press Ltd.
Giddens, A. (1984). The Constitution of Society: Outline of the Theory of Structuration. Berkeley: University of California Press.
Giddens, A., Duneier, M., Appelbaum, R. P., & Carr, D. (2011). Introduction to Sociology. New York: W. W. Norton & Company.
Guba, E. G., & Lincoln, Y. S. (1981). Effective Evaluation. San Francisco: Jossey-Bass.
Halligan, J. (2009). Performance and public management in Australia and New Zealand. International Conference of the Institute of Public Administration. Riyadh, Kingdom of Saudi Arabia, 1-4 November.
Hesse-Biber, S. N., & Leavy, P. L. (2010). The Practice of Qualitative Research. London: Sage Publications Inc.
Hood , C. (1991). A public management for all seasons. Public Administration, 69(Spring), 3-19.
_______. (1995). The new public management in the 1980’s: Variations on a theme. Accounting, Organizations and Society, 20(2-3), 93-109.
Hoque, Z. (2006). Introduction. In Hoque, Z. (ed.). Methodological Issues in Accounting Research: Theories and Methods. UK: Spiramus Press Ltd.
Hoque, Z. 2008). Measuring and reporting public sector outputs/outcomes: Exploratory evidence from Australia. International Journal of Public Sector Management, 21(5), 468-493.
Irvine, H., & Gaffikin, M. (2006). Methodological insights: Getting in, getting on and getting out: Reflections on a qualitative research project. Accounting, Auditing and Accountability Journal, 19(1), 115-145.
Jansen, E. P. (2004). Performance measurement in governmental organizations: A contingent approach to measurement and management control. Managerial Finance, 30(8), 54-68.
Karl, K. A., & Sutton, C. L. (1998). Job values in today’s workforce: A comparison of public and private sector employees. Public Personnel Management, 27(4), 515-527.
Keating, P. J. (1993). Performance and Accountability. 1 July, Canberra.
Kellough, J. E., & Nigro, L. C. (2005). Dramatic reform in the public service: At- will employment and the creation of a new public workforce. Journal of Public Administration Research and Theory, 16(3), 447-466.
Kloot, L., & Martin, J. (2007). Public sector change, organizational culture and financial information: A study of local government. Australian Journal of Public Administration, 66, 485-497.
Lavigna, R. J. (2002). Best practices in public- sector human resources: Wisconsin state government. Human Resource Management, 41(3), 364-384.
Malmi, T., & Brown, D. A. (2008). Management control systems as a package-opportunities, challenges and research direction. Management Accounting Research, 19(4), 287-300.
Maor, M. (1999). The paradox of managerialism. Public Administration Review, 59(1), 5-18.
Martin, J., & Coventry, H. (1994). Human resource management: From structural change to managerial challenge. In Stewart, J. (ed.). From Hawke to Keating-Australian Commonwealth Administration 1990-1993. Australia: Centre for Research in Public Sector Management, University of Canberra & Royal Institute of Public Administration.
McKay, K. (2003). Two generations of performance evaluation management systems in Australia. Canberra Bulletin of Public Administration, 110, 8-20.
McPhee, I. (2005). Outcomes and outputs: Are we managing better as a result? CPA National Public Sector Convention, 20 May.
Merriam, S. B. (2009). Qualitative Research: A Guide to Design and Implementation. California: Jossey-Bass.
Miles, M. B., & Huberman, A. M. (1994). Qualitative Data Analysis: An Expanded Source book. London: Sage Publications.
Moll, J., & Hoque, Z. (2000). Rationality, new public management and changes in management control systems: A study of managing change in an Australian local government setting. Sixth Interdisciplinary Perspective on Accounting Conference. Manchester, 10-12 July.
Mulgan, R. (2000). Comparing accountability in the public and private sectors. Australian Journal of Public Administration, 59(1), 87-97.
National Health and Medical Research Council. (1999). National Statement on Ethical Conduct in Research Involving Humans: Aus Info.
Noblet, A., Rodwell, J., & McWilliams, J., (2006). Organizational change in the public sector: Augmenting the demand control model to predict employee outcomes under new public management. Work and Stress: An International Journal of Work, Health & Organizations, 20(4), 335-352.
O’Flynn, J. (2007). From new public management to public value: Paradigmatic change in managerial implications. Australian Journal of Public Administration, 66(3), 353-366.
Otley, D. T., & Berry, A. J. (1980). Control, organization and accounting. Accounting, Organizations and Society, 5(2), 231-244.
Otley, D., Broadbent, J., & Berry, A. (1995). Research in management control: An overview of its development. British Journal of Management, 6, S31-S34.
Parker, L. D., & Guthrie, J. (1993). The Australian public sector in the 1990s: New accountability regimes in motion. Journal of International Accounting Auditing & Taxation, 2(1), 59-81.
Parker, R., & Bradley, L. (2000). Organizational culture in the public sector: Evidence from six organizations. The International Journal of Public Sector Management, 13(2), 125-141.
Patton, M. Q. (2002). Qualitative Research and Evaluation Methods. Thousand Oaks, CA: Sage Publications.
Queensland Treasury. (2002), Overview of the Queensland Government’s Shared Service Initiative. Brisbane: Queensland Government, Australia.
Robson, L. S. et al. (2007). The effectiveness of occupational health and safety management system interventions: A systematic review. Safety Science, 45(3), 329-353.
Rondeaux, G. (2006). Modernizing public administration: The impact on organizational identities. International Journal of Public Sector Management, 19(6), 569-584.
Sahlin-Andersson, K. (2001). National, international and transnational constructions of new public management. In Christensen, T., & Laegreid, P. (eds.). New Public Management: The Transformation of Ideas and Practice. England: Ashgate Publishing Limited.
Salauroo, M., & Burnes, B. (1998). The impact of a market system on the public sector: a study of organizational change in the NHS. International Journal of Public Sector Management, 11(6), 451-467.
Sinclair, A. (1991). After excellence: Models of organizational culture for the public sector. Australian Journal of Public Administration, 50(3), 321-332.
Ulrich, D. (1995). Shared services: From vogue to value. Human Resource Planning, 18(3), 12-24.
Walsh, P., McGregor-Lowndes, M., & Newton, C. J. (2008). Shared services: Lessons from the public and private sectors for the nonprofit sector. Australian Journal of Public Administration, 67(2), 200-212.
Webb, W. (2010). Public management reform and the management of ethics: Incompatible ideals for the developing state? International Journal of Public Sector Management, 23(7), 669-684.
Worrall, L., Cooper, C. L., & Jamison, F. C. (2000). The impact of organizational change on the work experiences and perceptions of public sector managers. Personnel Review, 29(5), 613-636.
ACT Government (2007), Public Sector Management ACT 1994: A1994-37. Republication No. 24. ACT. Australia.
Azizi, N., Zolfaghari, S., & Liang, M. (2010). Modeling job rotation in manufacturing systems: The study of employee’s boredom and skill variations. International Journal of Production Economics, 123(1), 69-85.
Barrett, G., Murphy, S., & Miller, R. (1994). Financial management reform. In Stewart, J. (ed.). From Hawke to Keating- Australian Commonwealth Administration 1990-1993. Australia: Centre for Research in Public Sector Management, University of Canberra & Royal Institute of Public Administration.
Bevir, M., Rhodes, R. A. W., & Weller, P. (2003). Traditions of governance: Interpreting the changing role of the public sector in comparative and historical perspective. Public Administration, 81(1), 1-17.
Blonder, I. (2010). Public interests and private passions: A peculiar case of police whistleblowing. Criminal Justice Ethics, 29(3), 258-277.
Buelens, M., & Van den Broeck, H. (2007). An analysis of differences in work motivation between public and private sector organizations. Public Administration Review, 67(1), 65-74.
Campion, M. A., Cheraskin, L., & Stevens, M. J. (1994). Career related antecedents and outcomes of job rotation. The Academy of Management Journal, 37(6), 1518-1542.
Carlin, T. M. (2006). Victoria’s accrual output based budgeting system- delivering as promised? Some empirical evidence. Financial Accountability and Management, 22(1), 1-19.
Colley, L. (2001). The changing face of public sector employment. Australian Journal of Public Administration, 60(1), 9-20.
Conrad, L. (2005). A structuration analysis of accounting systems and systems of accountability in the privatised gas industry. Critical Perspectives on Accounting, 16(1), 1-26.
Crawford, L., Costello. K., Pollack, J., & Bentley, L. (2003). Managing soft change projects in the public sector. International Journal of Project Management, 21, 443-448.
CSD. (2010-2011). Annual Report Volume 1. ACT. Australia.
DHCS. (2007a). Service Delivery Platform. ACT. Australia.
_____. (2007b). Guide to Performance Management. ACT. Australia.
_____. (2007c). Union Collective Agreement 2007-2010. ACT. Australia.
Doyle, M., Claydon, T., & Buchannan, D. (2000). Mixed results, Lousy process: The management experience of organizational change. British Journal of Management, 11(Special Issue), S59-S80.
English, L. (2002). Emasculating public accountability in the name of competition: transformations of state audit in Victoria. Critical Perspectives on Accounting, 14(1-2), 51-76.
Geertz, C. (1973). The Interpretation of Cultures. New York: Basic Books.
Giddens, A. (1976), New Rules of Sociological Method: A Positive Critique of Interpretative Sociologies. New York: Basic Books, Inc.
Giddens, A. (1979). Central Problems in Social Theory. London: The Macmillan Press Ltd.
Giddens, A. (1984). The Constitution of Society: Outline of the Theory of Structuration. Berkeley: University of California Press.
Giddens, A., Duneier, M., Appelbaum, R. P., & Carr, D. (2011). Introduction to Sociology. New York: W. W. Norton & Company.
Guba, E. G., & Lincoln, Y. S. (1981). Effective Evaluation. San Francisco: Jossey-Bass.
Halligan, J. (2009). Performance and public management in Australia and New Zealand. International Conference of the Institute of Public Administration. Riyadh, Kingdom of Saudi Arabia, 1-4 November.
Hesse-Biber, S. N., & Leavy, P. L. (2010). The Practice of Qualitative Research. London: Sage Publications Inc.
Hood , C. (1991). A public management for all seasons. Public Administration, 69(Spring), 3-19.
_______. (1995). The new public management in the 1980’s: Variations on a theme. Accounting, Organizations and Society, 20(2-3), 93-109.
Hoque, Z. (2006). Introduction. In Hoque, Z. (ed.). Methodological Issues in Accounting Research: Theories and Methods. UK: Spiramus Press Ltd.
Hoque, Z. 2008). Measuring and reporting public sector outputs/outcomes: Exploratory evidence from Australia. International Journal of Public Sector Management, 21(5), 468-493.
Irvine, H., & Gaffikin, M. (2006). Methodological insights: Getting in, getting on and getting out: Reflections on a qualitative research project. Accounting, Auditing and Accountability Journal, 19(1), 115-145.
Jansen, E. P. (2004). Performance measurement in governmental organizations: A contingent approach to measurement and management control. Managerial Finance, 30(8), 54-68.
Karl, K. A., & Sutton, C. L. (1998). Job values in today’s workforce: A comparison of public and private sector employees. Public Personnel Management, 27(4), 515-527.
Keating, P. J. (1993). Performance and Accountability. 1 July, Canberra.
Kellough, J. E., & Nigro, L. C. (2005). Dramatic reform in the public service: At- will employment and the creation of a new public workforce. Journal of Public Administration Research and Theory, 16(3), 447-466.
Kloot, L., & Martin, J. (2007). Public sector change, organizational culture and financial information: A study of local government. Australian Journal of Public Administration, 66, 485-497.
Lavigna, R. J. (2002). Best practices in public- sector human resources: Wisconsin state government. Human Resource Management, 41(3), 364-384.
Malmi, T., & Brown, D. A. (2008). Management control systems as a package-opportunities, challenges and research direction. Management Accounting Research, 19(4), 287-300.
Maor, M. (1999). The paradox of managerialism. Public Administration Review, 59(1), 5-18.
Martin, J., & Coventry, H. (1994). Human resource management: From structural change to managerial challenge. In Stewart, J. (ed.). From Hawke to Keating-Australian Commonwealth Administration 1990-1993. Australia: Centre for Research in Public Sector Management, University of Canberra & Royal Institute of Public Administration.
McKay, K. (2003). Two generations of performance evaluation management systems in Australia. Canberra Bulletin of Public Administration, 110, 8-20.
McPhee, I. (2005). Outcomes and outputs: Are we managing better as a result? CPA National Public Sector Convention, 20 May.
Merriam, S. B. (2009). Qualitative Research: A Guide to Design and Implementation. California: Jossey-Bass.
Miles, M. B., & Huberman, A. M. (1994). Qualitative Data Analysis: An Expanded Source book. London: Sage Publications.
Moll, J., & Hoque, Z. (2000). Rationality, new public management and changes in management control systems: A study of managing change in an Australian local government setting. Sixth Interdisciplinary Perspective on Accounting Conference. Manchester, 10-12 July.
Mulgan, R. (2000). Comparing accountability in the public and private sectors. Australian Journal of Public Administration, 59(1), 87-97.
National Health and Medical Research Council. (1999). National Statement on Ethical Conduct in Research Involving Humans: Aus Info.
Noblet, A., Rodwell, J., & McWilliams, J., (2006). Organizational change in the public sector: Augmenting the demand control model to predict employee outcomes under new public management. Work and Stress: An International Journal of Work, Health & Organizations, 20(4), 335-352.
O’Flynn, J. (2007). From new public management to public value: Paradigmatic change in managerial implications. Australian Journal of Public Administration, 66(3), 353-366.
Otley, D. T., & Berry, A. J. (1980). Control, organization and accounting. Accounting, Organizations and Society, 5(2), 231-244.
Otley, D., Broadbent, J., & Berry, A. (1995). Research in management control: An overview of its development. British Journal of Management, 6, S31-S34.
Parker, L. D., & Guthrie, J. (1993). The Australian public sector in the 1990s: New accountability regimes in motion. Journal of International Accounting Auditing & Taxation, 2(1), 59-81.
Parker, R., & Bradley, L. (2000). Organizational culture in the public sector: Evidence from six organizations. The International Journal of Public Sector Management, 13(2), 125-141.
Patton, M. Q. (2002). Qualitative Research and Evaluation Methods. Thousand Oaks, CA: Sage Publications.
Queensland Treasury. (2002), Overview of the Queensland Government’s Shared Service Initiative. Brisbane: Queensland Government, Australia.
Robson, L. S. et al. (2007). The effectiveness of occupational health and safety management system interventions: A systematic review. Safety Science, 45(3), 329-353.
Rondeaux, G. (2006). Modernizing public administration: The impact on organizational identities. International Journal of Public Sector Management, 19(6), 569-584.
Sahlin-Andersson, K. (2001). National, international and transnational constructions of new public management. In Christensen, T., & Laegreid, P. (eds.). New Public Management: The Transformation of Ideas and Practice. England: Ashgate Publishing Limited.
Salauroo, M., & Burnes, B. (1998). The impact of a market system on the public sector: a study of organizational change in the NHS. International Journal of Public Sector Management, 11(6), 451-467.
Sinclair, A. (1991). After excellence: Models of organizational culture for the public sector. Australian Journal of Public Administration, 50(3), 321-332.
Ulrich, D. (1995). Shared services: From vogue to value. Human Resource Planning, 18(3), 12-24.
Walsh, P., McGregor-Lowndes, M., & Newton, C. J. (2008). Shared services: Lessons from the public and private sectors for the nonprofit sector. Australian Journal of Public Administration, 67(2), 200-212.
Webb, W. (2010). Public management reform and the management of ethics: Incompatible ideals for the developing state? International Journal of Public Sector Management, 23(7), 669-684.
Worrall, L., Cooper, C. L., & Jamison, F. C. (2000). The impact of organizational change on the work experiences and perceptions of public sector managers. Personnel Review, 29(5), 613-636.
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