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Staff Selection in the Australian Public Service: A History of Social Closure
Author(s) -
Matheson Craig
Publication year - 2001
Publication title -
australian journal of public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.524
H-Index - 41
eISSN - 1467-8500
pISSN - 0313-6647
DOI - 10.1111/1467-8500.00197
Subject(s) - ideology , closure (psychology) , promotion (chess) , ideal (ethics) , power (physics) , public relations , politics , phenomenon , value (mathematics) , sociology , selection (genetic algorithm) , service (business) , political science , positive economics , business , economics , marketing , law , epistemology , philosophy , physics , quantum mechanics , machine learning , artificial intelligence , computer science
This paper argues that recruitment and promotion within the Australian Public Service (APS) have historically exemplified the practice of ‘social closure’. Three periods of AP'S staff selection that correspond to what Halligan and Power identify as the bureaucratist/technicist, administrationist and political management models of executive branch regime are identified. Social closure in each instance was based on educational credentials or lack thereof. These practices have been justified in terms of various ‘ideologies of promotion’. Such ideologies tend to reflect the ideal or material interests of social groups rather than the skill requirements of administrative work. The current form of social closure based on economics degrees illustrates this phenomenon. Accordingly, greater recognition of the value of non‐economics degrees is required.