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Making sense of New Zealand’s ‘spirit of service’: social identity and the civil service

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  • Rodney James Scott
  • Michael Macaulay

Abstract

This paper explores the creation a more unified civil service in New Zealand with the Public Service Act 2020, which promotes the most profound changes to the public service since New Zealand’s New Public Management heyday in the late 1980s. Among its many reforms is an explicit attempt to foster a unified culture around a ‘spirit of service to the community’—a construct without fixed definition that appears to incorporate ideas of motivations and ethics. This paper shows that this unified culture can be traced through a series of key collaborative discussions that have taken place among New Zealand’s public sector chief executives. The authors present a case study to show how these collaborations contributed to a new social identity, and provided a foundation for a civil service unified by its spirit of service to the community. The paper contributes to this PMM theme by providing empirical evidence from the latest New Zealand experience; and also contributes to theory of social identity and sensemaking in creating civil service values.

Suggested Citation

  • Rodney James Scott & Michael Macaulay, 2020. "Making sense of New Zealand’s ‘spirit of service’: social identity and the civil service," Public Money & Management, Taylor & Francis Journals, vol. 40(8), pages 579-588, November.
    • Handle: RePEc:taf:pubmmg:v:40:y:2020:i:8:p:579-588
    DOI: 10.1080/09540962.2020.1735109
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