Suchergebnisse

This paper analyses recent developments in wage bargaining in the New South Wales public sector under the Labor government. It contrasts the approach taken by the former Coalition government with that of its successor. The discussion is focused on the Memorandum of Understanding between the Labor government and the public sector unions. With the agreement of the unions, the government has reasserted both substantive and procedural control over public sector industrial relations. This has not, however, prevented widespread industrial action in schools, hospitals and public transport and continuing tensions between the principal public service union and the government.

This article provides a critique of the operation of performance‐based pay in the Australian public service from 1992 to 1996 and questions proposals for further experimentation with such managerial initiatives. Performance agreements underpinning performance‐based pay were unable to measure adequately the performance of senior officers undertaking policy work. Appraisal reviews of these agreements also failed to increase performance feedback between supervisors and senior officers. The process of rating senior officers by supervisors, and the moderation of those ratings by senior agency management, proved to be inherently subjective and considerably increased the prerogatives of public service managers over senior officers. Linking pay to individual performance undermined teamwork and increased friction between those eligible for performance bonuses and junior officers excluded from the scheme. Yet the emphasis on individual employment relationships did not serve to undermine collective values, in particular workforce commitment to unionism.

Sect. I. The health promotion concept: The health effects of health promotion / Jeffrey S. Harris and Jim Fries. Employer's financial perspective on workplace health promotion / Michael P. O'Donnell -- Sect. II. Program management: Design of workplace health promotion programs / Michael P. O'Donnell, with comments by Tim McDonald and John Harris. Program management of workplace health promotion programs / William B. Baun. Program evaluation / Ron Z. Goetzel and Ronald J. Ozminkowski -- Sect. III. Strategies: Awareness strategies / Larry S. Chapman. Theoretically-based strategies for health behavior change / Kenneth A. Wallston and Colin Armstong. Building supportive cultural environments / Judd Robert Allen -- Sect. IV. Interventions: Health assessment / David R. Anderson, Seth Serxner, and Paul E. Terry. Physical activity in the workplace / Mark G. Wilson, C. Shannon Griffin-Blake, and David M. DeJoy. Worksite nutrition programs / Karen Glanz and Alan R. Kristal. Worksite weight management / Gordon D. Kaplan, Valerie Brinkman-Kaplan, and Edward M. Framer. Tobacco control and cessation / Nell H. Gottlieb. Medical self-care / Paul E. Terry. Stress management / Lawrence R. Murphy. Employee assistance programs / R. Paul Maiden and Donald B. Levitt. Social health in the workplace / Kenneth R. McLeroy, Nell H. Gottlieb, and Catherine A. Heaney -- Sect. IV. Perspectives: Workplace health promotion in small business / Daniel Stokols, Shari McMahan, and Kimari Phillips. Aging and workplace health promotion / David Gobble. Global perspectives in workplace health promotion / Wolf Kirsten. Connecting the workplace to the community / Paul Terry and Michelle Nunn. The future of workplace health promotion / Don R. Powell and Elaine Frank

In celebration of my final comments as editor in chief of the American Journal of Health Promotion, I offer reflections on the importance of workplace health promotion, the impact of financial incentives on program effectiveness and financial sustainability, return on investment (ROI) analysis, reducing the federal debt by improving health, balancing high technology approaches with human touch, focusing on passions and sense of purpose, and nurturing a loving and caring community of professionals.