Politicisation and managerial values: Responses from New Zealand councillors

Haidar, A; Reid, M; Spooner, KB

Politicisation and managerial values: Responses from New Zealand councillors

Haidar, A Reid, M Spooner, KB

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Publisher:: International Employment Relations Association
Publication Type:: Conference Proceeding
Citation:: IERA 2009 17th Annual Conference: Book of Proceedings, 2009, pp. 71 - 90
Issue Date:: 2009-01

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Field	Value	Language
dc.contributor.author	Haidar, A	en_US
dc.contributor.author	Reid, M	en_US
dc.contributor.author	Spooner, KB	en_US
dc.contributor.editor	Connell, J	en_US
dc.contributor.editor	Jepsen, D	en_US
dc.contributor.editor	Johns, R	en_US
dc.contributor.editor	Spooner, K	en_US
dc.date	2009-06-30	en_US
dc.date.issued	2009-01	en_US
dc.identifier.citation	IERA 2009 17th Annual Conference: Book of Proceedings, 2009, pp. 71 - 90	en_US
dc.identifier.isbn	978-0-9750131-9-9	en_US
dc.identifier.uri	http://hdl.handle.net/10453/11483
dc.description.abstract	This study assesses the proposition that politicisation of public sector employment leads to government managers moving away from neutrality values and adopting responsive values. Results of a survey of well over 100 councillors in the New Zealand local government system provided limited support to this proposition. Most councillors report managers adopting neutrality values and combining them with elements from trustee and responsive value types in the area of managerial advice. We argue that although most managers accept the traditional role distribution between councillors and managers a small percentage of managers tend to believe that managers have an obligation to ensure that their view of community interest is heard in the policy process.	en_US
dc.publisher	International Employment Relations Association	en_US
dc.relation.ispartof	IERA 2009 17th Annual Conference: Book of Proceedings	en_US
dc.relation.ispartof	International Employment Relations Association Conference	en_US
dc.title	Politicisation and managerial values: Responses from New Zealand councillors	en_US
dc.type	Conference Proceeding
utslib.location	Sydney, Australia	en_US
utslib.location.activity	Bangkok,Thailand	en_US
utslib.for	150305 Human Resources Management	en_US
dc.location.activity	Bangkok,Thailand	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.place-of-publication	Sydney, Australia	en_US
pubs.start-date	2009-06-30	en_US

Abstract:

This study assesses the proposition that politicisation of public sector employment leads to government managers moving away from neutrality values and adopting responsive values. Results of a survey of well over 100 councillors in the New Zealand local government system provided limited support to this proposition. Most councillors report managers adopting neutrality values and combining them with elements from trustee and responsive value types in the area of managerial advice. We argue that although most managers accept the traditional role distribution between councillors and managers a small percentage of managers tend to believe that managers have an obligation to ensure that their view of community interest is heard in the policy process.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/11483