ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1995.tb01105.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1995.tb01106.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1995.tb01107.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

Abstract:The parliamentary system of government in its Australian form has a number of unresolved problems, notwithstanding its many virtues. One such problem is that of the role of public servants when called before parliamentary committees as witnesses. The current guidelines are mainly advice to public servants as to how they should avoid or defer questions which neither the minister nor the departmental secretary has authorised them to answer. Of course, this is useful and proper within its limits. However, it fails to address many of the dilemmas and career‐threatening choices which can face public servants who find themselves being questioned in an aggressive, hostile manner by members of a parliamentary committee.Unfair treatment of witnesses is not a trivial matter and there are more than isolated instances. This article deals with an episode involving the Joint Parliamentary Committee of Public Accounts in 1982. The case is now some years in the past, but it is still worth examining for what it teaches about gaps in our constitutional conventions.At the end of the article we suggest action in four areas. Intensive training and retraining is needed, first in the upper ranks of the public service, and secondly for chairpersons and members of parliamentary committees. Thirdly there is a need for MAB‐MIAC to revisit yet again their guidelines on accountability and to instigate a review of the government's guidelines for public servants appearing as witnesses. Both sets of guidelines are anachronisms. Finally, we suggest that, in any future review of government policy in this area, consideration be given to the amendment of relevant legislation to bring due process and the protection of witnesses more closely into line with the rights available to persons appearing before a co

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1995.tb01108.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1995.tb01109.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

Abstract:The Family Law Council was established in November 1976 with the responsibility of advising the Attorney‐General on the operation of the Family Law Act 1975. This paper examines the role, membership and operation of the Family Law Council and its performance as a body providing policy advice to government. Statistical data is included on a number of matters. Although the paper draws mainly on the experience of the Family Law Council, some of the comments and suggestions made are possibly appropriate, in varying degrees, to other advisory bodies of a similar type. The paper suggests that such bodies are capable of offering inexpensive and representative advice to government and, if certain disadvantages can be overcome, more use of some existing advisory bodies may be desirable and this may even result in economies. It also suggests that there is a need to examine the whole advisory body field and that it is also desirable that the need for some ground rules for the creation and the operation of advisory bodies should be looked int

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1995.tb01110.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1995.tb01111.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1995.tb01112.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

摘要:

Abstract:Public sector management is in a state of flux. Pressures for greater efficiency and a stronger customer service orientation have led to changes to the structures and planning and reward systems of public sector organisations. In the milieu of reform, performance pay for managers has been given prominence in a recent critical report by the Senate Standing Committee on Finance and Public Administration which recommends a return to a more standardised approach to management salaries in the APS. I argue instead that performance pay should be considered as a third‐or fourth‐order coordinating mechanism and linked to the strategies of individual departments in the APS. A policy for greater decentralisation of the design, implementation and management of performance pay schemes in APS organisations is presen

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1995.tb01113.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY

ISSN:0313-6647    

DOI:10.1111/j.1467-8500.1995.tb01114.x

出版商:Blackwell Publishing Ltd    

年代:1995

数据来源: WILEY