|Posted by publicadminreform on December 8, 2009 at 6:25 AM|
I’ve mentioned already the inestimable, little bombshell called Scottish Review which pops 2-3 times a week into my electronic letterbox. It’s been demonstrating the critical skills which the mainline media have lost by conducting in recent months a simple and one-man campaign to make senior executive pay in Scottish public Agencies and public bodies (such as Health Boards) more transparent and has scored several palpable hits. More of that in a minute.
Today’s issue had a short piece sparked off by the author meeting some of his colleagues who had taken recently retired from middle-level positions in the public service, noticing how more relaxed they looked. “One in particular had been transformed from a tired and careworn individual to a man with a spring in his step and a smile on his face. These were not people who had been in the wrong job, or had lost interest in their professional responsibilities. On the contrary, they had given many years of good service but had simply been ground down by the system and, in the end, were glad to get out. They mentioned a variety of factors which had made retirement a welcome release (or, in a few cases, had impelled them to seek early retirement): the lack of any acknowledgement of their contribution; endless pressure to increase output; the insane demands of an oppressive bureaucracy; less and less time to attend to the matters that they regarded as priorities; periodic restructurings which achieved nothing; managers who failed to inspire trust or respect"
The writer (Walter Humes) concludes thus “Despite all the 'supportive' measures introduced by Human Resource units, significant numbers of long-standing employees have ceased to experience the job satisfaction that motivated them previously and have been glad to escape the constraints of the workplace. Their experience should be taken seriously and used as a basis for reviewing current assumptions about how to treat staff. There is a difference between getting the most out of people and getting the best out of them. In my experience, staff are motivated not by the proliferation of back-covering ‘policies’ and so-called 'entitlements', but by a simple combination of clear expectations, fair treatment, recognition of achievement, backing at times of difficulty, and leadership by example. Underlying all of this is a disturbing question. What kind of people rise to the top when the prevailing culture is one which employs a dishonest rhetoric of employee care, and which alienates the genuinely good guys to the point where they simply want out? It seems a recipe that will allow the calculating, the self-seeking and the cynical to flourish. This perhaps explains why some of our public services are so urgently in need of radical reform. The barbarians are not just at the gate: in some cases, they are running the place”. For the full article see - http://www.scottishreview.net/WHumes179.html
Interesting that I should read this the same day I accessed a very good paper by Chris Demmke of the European Institute of Public Administration which reviews recent development in HRM in European member states - What are Public Services Good at? Success of Public Services in the Field of Human Resource Management; Study Commissioned by the Slovenian EU Presidency
Professor Dr. Christoph Demmke/Thomas Henökl, Researcher, EIPA and Timo Moilanen, Researcher, University of Helsinki (EIPA May 2008) http://www.indiana.edu/~ipsm2009/Demmke_Henokl.pdf
To get a true picture, we always need both academics and vox pop!
Finally revenons aux moutons – pay for senior public executives. Kenneth Roy, the courageous editor of this great little publication, wonders in today’s posting whether the Prime Minister has perhaps been following his campaign. Gordon Brown spoke out strongly yesterday about naming and shaming highly paid senior executives in the public sector. One of them actually stated that he would work for 20% less! In recent postings Roy has been questioning the effectiveness of bodies such as Audit Scotland which are supposedly responsible for ensuring that all is well financially in public bodies. See http://www.scottishreview.net/KRoy179.html
A comment from Marianna Clyde gives a sense of the significance of Roy’s campaign -
"Well done on lifting the lid on Audit Scotland. There is indeed a cosy little world of consultants and private accountants benefitting at the public expense while the rest of us suffer. And what does Audit Scotland's staff do all day when their work is done for them by private contractors? And doesn't that rather go against the spirit of 'independent auditing' to hire outside firms? How independent is that?
It is also pretty extraordinary that 'in Scotland, executives and non-executives in public bodies have the right to withhold their consent for disclosure [of salaries] and neither the Auditor General nor Audit Scotland can compel them'. Why? What is the legal basis for this? There is a popular conceit in Scotland that we are naturally a more democratic and egalitarian people than the English, and that the coming of the Scottish Parliament would return us to our 'natural' state. But such disclosures dispel such comfortable myths and show a lazy, slavish, sluggish society apparently at ease with the legitimacy of 'reputation management' as a morally acceptable political technique, a society so comfortable with being managed it has subsumed its critical apparatus and is content to suffer vast and unjust inequalities without asking 'why'? But perhaps no more, if the Scottish Review continues to illuminate the dark corners and ask the awkward questions and expose the fact that Scotland is run by a cliquey, self-satisfied, self-regarding establishment of public sector grandees aided and abetted by their worshipful acolytes in the media and their equally moribund, uncurious politicians in the parliament. Never since the Letters of Zeno appeared in the Caledonian Mercury in December 1782 ('sleep, in a state, leads to slavery' – Zeno) criticising the lack of accountability of the political system of that time, which kick-started the political reform movment, has a series of articles done more to expose the shortcomings of a growing, unaccountable managerial elite and the growth of its management machine. It would be interesting to know what work the 'consultants' employed by Audit Scotland did. For my hopes for a vibrant, genuinely democratic Scottish society I sincerely wish 'reputation management' wasn't one of them!"