66,323 research outputs found
Third sector accounting and accountability in Australia: anything but a level playing field
This research report seeks to understand why some Australian not-for-profit organisations make voluntary financial disclosures beyond their basic statutory obligations.
Introduction
This paper surveys previous work on voluntary information disclosures in accounting reports of Australian Not-for-Profit organisations (NFPs). This is new research and is a part of a
project to evolve a comprehensive explanation of why Australian NFPs disclose what they do disclose; and to capture and explain patterns of variations between NFPs between what they regard to disclose and the type of information they disclose. To accomplish this, first some background information about the NFP sector are considered. Then, the Australian NFP sector is reviewed. Third, the information needs of some key stakeholders are briefly discussed. Next, the research methodology where a literature survey which looks at not just disclosures to NFPs but to the commercial sector that are plausibly
 
Research for better aid: an evaluation of DFAT’s investments
Assesses the degree to which the investment by the Australian aid program into research has been appropriate, effective and efficient, and provides recommendations for improving DFAT’s future management of research investment.
Foreword
Explores how research investment can be best managed to ensure DFAT supports aid innovation and high-quality aid program and policy decision-making. The evaluation focuses on whether the management of DFAT’s considerable development research investment has been appropriate, effective and efficient. Employing a multi-dimensional evaluation method, it draws on the experiences of DFAT staff and stakeholders, as well as the available expenditure data, in arriving at a set of well-supported findings and recommendations.
The report makes several important points about the need for DFAT to have a clear sense about why and how it funds research. The department’s managers and officers need especially to be conscious of the effectiveness and efficiency risks implicit in their highly devolved form of research investment management. These risks will be reduced if robust knowledge management systems and a strong culture of research use are embedded in the department. The experience of other aid donors indicates that achieving this will be a significant challenge.
The evaluation also makes a finding with clear implications for the way the department engages with research institutions in partner countries. It shows that, while the department’s research funding to Australian institutions increased significantly from 2005 to 2013, the level of direct funding to partner country institutions did not increase to the same extent and was, indeed, flat over the last five years of that period. There are clear benefits to be had in building research capacity in those institutions, either directly or through partnerships with Australian and international researchers. Given Australia’s ongoing investment in the Pacific, this may be a region in which future research funding can be focused.
 
High performance management practices in owner-managed SMEs
Objectives: While there is extensive management and academic literature on the topic area of high performance management practices (HPPs) internationally, research on HPPs in the Australian context is limited. Furthermore, research on HPPs has focused predominantly on large organisations and is largely a new direction for research in SMEs. This study attempts to fill some of the gaps in existing studies by considering a wide range of HPPs in Australian SMEs, with particular focus on owner managed SMEs. The objective of this paper is to examine the extent and nature of HPPs in owner managed Australian SMEs and the impact of certain organisational characteristics on these practices.
The research questions under examination include: What is the prevalence of HPPs in owner managed Australian SMEs?; and what is the impact of firm size, the presence of a HR manager, and the existence of a strategic plan on HPPs in SMEs?
Prior work: Undertaking this research is justified on the basis of: there is a gap in the theory relating to HPPs in SMEs and in particular owner managed SMEs, owing to the fact that most studies on HPPs are based in large organisations; globalisation and the pace of economic change are forces that are driving the need for greater understanding of HPPs (Burke 2002); and there are high expectations for growth and performance of SMEs in the economic growth and development plans for the Asia Pacific and Australian region (Asia Pacific Economic Cooperation 2002).
Approach: A survey questionnaire was sent out to 4000 Australian small and medium-sized enterprises (35% response rate). A Dun and Bradstreet database was used and a stratified sample employed. A chi-square analysis was employed to determine whether there were significant differences in relation to high performance practices in small vs. medium organisations, SMEs with and without a HR manager; and organisations with and without a strategic plan.
Results: The results of this study indicate that the overall picture regarding the incidence of high performance practices in Australian owner managed SMEs looks quite bleak. Significant positive relationships were found between demographic variables and HPPs in SMEs.
Implications: Large firm solutions may not be appropriate. A more balanced approach to prescribing and researching management solutions in SMEs is needed; an approach with a greater emphasis on the SME sector.
Value: This paper will provide an improved understanding of HPPs in Australian SMEs which will help the sector to better meet performance expectations
Diversity management in Australian companies: complicance or conviction?
[Abstract]: The perceptions of managers regarding diversity management in a sample of Australian companies was measured by a Diversity Survey adapted from Gardenswartz & Rowe (1993). The survey measures 277 managers’ perceptions on symptoms of diversity related problems; openness to change of a company; the valuing and management of diversity in the companies; organisational barriers to diversity; individual attitudes towards diversity and organisational practices and policies. The majority of companies are primarily in the monocultural phase of evolution towards diversity sensitive workplace and need to be quicker to implement change initiatives such as diversity management. Companies in the multicultural phase and non-discriminatory stages of evolution are more open to change. Many individual managers indicate that they recognise and value diversity and are eager to redesign policies and practices to more effectively harness diversit
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Leading with political astuteness: A study of public managers in Australia, New Zealand and the United Kingdom
Combining quantitative survey data from over 1000 middle and senior public managers, as well as qualitative data from 42 in-depth interviews, the study sheds light on how managers understand politics in their work; how they rate their own and their colleagues’ political skills; how they use their political skills; and how these skills were developed. The report also sets forth recommendations to improve the development of managers’ political astuteness at the level of the individual, the organisation, and the professional body/training provider
OECD reviews of higher education in regional and city development, State of Victoria, Australia
With more than 5.3 million inhabitants Victoria is the second most populous state in Australia. Once a manufacturing economy, Victoria is now transforming itself into a service and innovation-based economy. Currently, the largest sectors are education services and tourism. In terms of social structure, Victoria is characterised by a large migrant population, 24% of population were born overseas and 44% were either born overseas or have a parent who was born overseas. About 70% of the population resides in Melbourne. Victoria faces a number of challenges, ranging from an ageing population and skills shortages to drought and climate change and increased risk of natural disasters. Rapid population growth, 2% annually, has implications for service delivery and uneven development as well as regional disparities. There are barriers to connectivity in terms of transport and infrastructure, and a high degree of inter-institutional competition in tertiary education sector. The business structure in Victoria includes some highly innovative activities such as in biotechnology, but other sectors, especially those with high number of small and medium-sized enterprises, are lagging behind. Most of the larger manufacturing enterprises are externally controlled and there is uncertainty over the long term investments they will make in the state, as well as the place of Victoria in the global production networks
The Impact of Corporatisation and National Competition Policy: An Exploratory Study of Organisational Change and Leadership Style
Category Research Paper Purpose This study surveys managers of an Australian government owned enterprise undergoing organisational change as a result of public sector reform, specifically, National Competition Policy and Corporatisation. The purpose of the study is to examine the extent/type of organisational change and leadership style adopted to implement this change. Approach To understand the effect of reforms, the researcher explored the extent of change and leadership style through the use of an intraorganisational survey in a government owned Electricity Supply Corporation in Queensland, Australia. The instrument also included qualitatitive components to enable the researcher to qualify the statistical results. Findings Within the public sector, there is an uneasy tension between the need for a revolution of outdated bureaucracies in order to enhance flexibility and innovation on the one hand, and the desire to maintain the standards and procedures that are necessary for quality civic service for a broad range of stakeholders on the other. The results of this study indicate that there was significant organisational change and, according to responses, a change of leadership style indicative of this dilemma. Research limitations/implications The implications for reform setters, managers and politicians suggest the consideration of embedded factors whilst determining the processes and directions of change. Furthermore, it is necessary to choose a leadership style that is indicative of the type of change to be implemented. Additionally, greater participation by organisational members can increase the success of organisational change. The limitations of the study include the measurement of organisational change and leadership style. This instrument was originally used in structured interviews, however, measures were taken validate the instrument in its altered setting. Further, the study is confined to a single electricity organisation. Fertile fields for future research projects could include a larger quantitative study conducted with multiple States or nation wide electricity distribution companies. Originality/Value The study provides empirical evidence of the extent of change as a result of public sector reform. In doing so the study utilises organisational change and leadership style models within a public sector environment
Assessing spatial information access, use and sharing for catchment management in Australia
Spatial data plays an important role in many social, environmental, economic and political decisions and is increasingly acknowledged as a national resource essential for sustainable development. One of the potential areas where spatial data can make a positive impact is for improved decision making to support catchment management. Reliable spatial data infrastructure (SDI) is needed to record the environmental, social and economic dimensions of catchment management. By building an appropriate SDI, disparate spatial data can be accessed and utilised to facilitate the exchange and sharing of spatial data between stakeholders across catchment communities. The aim of this paper is to identify the factors/variables contributing to spatial information access, sharing and use across catchment management areas and evaluate the current status of spatial information access, sharing and use among Australian states from a catchment management authority perspective. A survey method was used to collect primary data from 56 regional natural resource management (NRM) bodies responsible for catchment management in Australia. Descriptive statistics method was used to show the similarities and differences among Australian states. The key factors which influence sharing and access to spatial information are also explored. We found there is significant for spatial information access, use and sharing to contribute to SDI development
Finding Australia’s social enterprise sector: final report
Executive Summary
Social enterprises are organisations that:
Are led by an economic, social, cultural, or environmental mission consistent with a public or community benefit;
Trade to fulfil their mission;
Derive a substantial portion of their income from trade; and
Reinvest the majority of their profit/surplus in the fulfilment of their mission.
This document reports on the research findings of the Finding Australia’s Social Enterprise Sector (FASES) project. FASES is a joint initiative of Social Traders and the Australian Centre for Philanthropy and Nonprofit Studies, Queensland University of Technology. It is a first attempt to identify the range and scope of social enterprises in Australia.
The methodology utilised in this research included: a review of existing literature and methods of social enterprise mapping; establishment of a project website and preliminary discussion paper to stimulate public engagement with defining and identifying Australian social enterprises, which resulted in four online responses to the discussion paper and 157 nominations of social enterprises to be included in the research; a series of workshops and interviews with 34 key informants to assist in defining social enterprise for the purposes of the research; identification of the social enterprise population through a combination of web and media review, review of existing databases and feedback through the project website; development and administration of an online survey; and collation and analysis of secondary data. Five hundred and thirty-nine organisations commenced the online survey, of which 365 were valid social enterprises according to our definition.
Based on pre-existing research data and information from our survey, we estimate that there are up to 20 000 Australian social enterprises. This estimate takes into account that some not for profit organisations have multiple business ventures, and that not all social enterprises are incorporated as not for profits.
Our survey results suggest that the Australian social enterprise sector is mature, sustainable and internally diverse with regard to mission and organisational structure. Amongst the 365 survey respondents, 73% had been operational for at least five years, and 62% were at least 10 years old.
Australian social enterprises seek to fulfil a diversity of missions and serve a wide variety of beneficiaries. As a whole, the dominant foci of our survey respondents were on creating opportunities for people to participate in their community, and on finding new solutions to social, environmental, cultural and economic problems. Australian social enterprises operate in every industry of our economy. Our survey data suggest that they trade predominantly in local and regional markets and focus on fulfilling their missions at local and regional goals. However, some social enterprises operate in international markets and seek to respond to missions of international scope
Integrating diversity management initiatives with strategic human resource management
Managing diversity is usually viewed in broad conceptual terms as recognising
and valuing differences among people; it is directed towards achieving organisational
outcomes and reflects management practices adopted to improve the effectiveness of
people management in organisations (Kramar 2001; Erwee, Palamara & Maguire 2000).
The purpose of the chapter is to examine the debate on how diversity management
initiatives can be integrated with strategic human resource management (SHRM),
and how SHRM is linked to organisational strategy. Part of this debate considers
to what extent processes associated with managing diversity are an integral part
of the strategic vision of management. However, there is no consensus on how a
corporate strategic plan influences or is influenced by SHRM, and how the latter
integrates diversity management as a key component.
The first section of the chapter addresses the controversy about organisations as
linear, steady state entities or as dynamic, complex and fluid entities. This
controversy fuels debate in the subsequent sections about the impact that such
paradigms have on approaches to SHRM. The discussion on SHRM in this chapter will
explore its links to corporate strategy as well as to diversity management.
Subsequent sections propose that managing diversity should address sensitive topics
such as gender, race and ethnicity. Finally, attention is given to whether an
integrative approach to SHRM can be achieved and how to overcome the obstacles
to making this a reality
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