By Kenneth Kernaghan
Are public servants accountable for the results of presidency activities to which they give a contribution? have they got a duty to pursue the general public curiosity? Are there limits at the volume in their loyalty to political masters? How do they keep away from clash of curiosity? Is it attainable to house the competing calls for of openness and confidentiality,
Cover web page; identify web page; concerning the Authors; Copyright; commitment; Authors' Acknowledgments; desk of Contents; FOREWORD; AVANT-PROPOS; advent; bankruptcy 1 Taking own accountability; bankruptcy 2 Making Defensible judgements; bankruptcy three appearing within the Public curiosity; bankruptcy four The Politically impartial Public Servant; bankruptcy five clash of curiosity; bankruptcy 6 Confidentiality, Transparency and privateness safety; bankruptcy 7 The responsible Public Servant; bankruptcy eight handling moral Behaviour; Notes
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Additional info for The Responsible Public Servant
Cases like these can often contribute more than scandals do to the erosion of public trust in the integrity of public servants. But They All Too Often Reject Personal Responsibility for How They Have Used State Power But here is the paradox. Despite the potential for public servants to misuse public resources, violate laws or established procedures and cause or contribute to substantial harm, there is an apparent reluctance on the part of some appointed officials to accept personal moral responsibility for the impacts of government policies and decisions that they have helped to create and implement.
It is in such circumstances that service recipients and individuals or groups subject to regulation are most affronted by public servants who deny responsibility and attempt to shift the blame for inadequate service or harmful regulation on to superiors and political leaders (Friedrich 1940; Schafer 1999). Public servants often argue that the wrongdoing only revealed itself in later stages of the policy or program development process after the advisor had already made initial recommendations and initial actions had been taken.
This data was made available to the government by individual energy companies on the 63 absolute condition that it would not be shared with third parties. Ed approached his supervisor about this issue and was told to leave it alone. The supervisor didn’t want to touch it. Ed was worried that if he brought the security breach to the attention of any member of the department’s executive team, the story would get back to the Premier’s Office and he would suffer retaliation from those responsible for the security breach.