Robust regulatory scrutiny is an unavoidable and necessary part of professional life for public sector professionals. Inspection and investigation can lead to poor mental health for individuals already working under pressure owing to increased workload and anticipation of poor outcomes. Although good regulation maintains standards and provides accountability to government and the public, regulators must face their obligation to understand the wider impact of their practices on the mental health of those they evaluate. This article discusses how regulation affects public sector culture and the potential risks and negative impact of regulatory practices and highlights how clinicians, working in occupational practice, are well placed to recognise ‘regulatory stress’ among public sector workers and offer vital support, guidance and advocacy.

Interventional clinical studies of convalescent plasma to treat COVID-19 were predominantly funded and led by public sector actors, including blood services operators. We aimed to analyze the processes of clinical studies of convalescent plasma to understand alternatives to pharmaceutical industry biopharmaceutical research and development, particularly where public sector actors play a dominant role. We conducted a qualitative, critical case study of purposively sampled prominent and impactful clinical studies of convalescent plasma during 2020-2021.

Many international organisations have recently acknowledged the significance of whistleblowing in preventing institutional corruption, particularly in the public sector. Likewise, many countries have enacted whistleblower protection laws, though a robust whistleblower protection system certainly requires much more than legislation. One challenge in developing effective protection systems is finding empirical evidence to evaluate existing systems. Can we measure the effectiveness of whistleblower protection systems accross different countries? What conditions do we need to make the whistleblower protection system work effectively in the public sector? This paper investigates two cases: South Korea and the Republic of Kosovo. South Korean data comes from the Anti-Corruption and Civil Rights Commission of South Korea, while its counterpart from Kosovo comes from a survey of 400 public officials about whistleblower protection. By analysing both datasets, this paper creates a new index that evaluates the effectiveness of whistleblower protection. Composed of quantitative and qualitative sub-indices, the index serves as a digital comparison tool for assessing whistleblower protection systems across different countries and at different times. In addition to enacting high-quality laws, this index identifies several additional measures that can strengthen whistleblower protection systems in the public sector.

We introduce a themed collection of articles examining how the public sector has responded to, and been impacted by, the COVID-19 crisis. Although the pandemic has affected the roles, functions, economies, governance and structures of public sectors, this themed collection focuses on public sector employment relations. Authors examine significant areas which have been subject to accelerated change stemming from the pandemic. Building on decades of public sector reform, these changes impact public sector enterprise bargaining, terms and conditions of employment, working arrangements and practices, and the relationship between public servants and their employer. The articles in this collection provide important insights into the longer-term influences of the COVID-19 pandemic for public sector workforces. The collection also raises questions around whether the positive lessons from this crisis can be sustained to help manage serious crises in the future, or whether the public sector will slip back into a state of unpreparedness.

Although a Labor government fiscal stimulus had helped Australia weather the 2008 global financial crisis, budget deficits increased, and the public service was targeted for economies. The Liberal/National (Coalition) opposition won office in 2013, promising public sector cuts. In this context, the Walton et al. concept of a forcing strategy helps analyse the 2014–2016 bargaining round in the Australian Public Service. A forcing strategy involves three negotiating processes: distributive bargaining to achieve concessions in pay and working conditions, the structuring of attitudes to heighten animosity between the negotiating parties, and the management of internal differences to minimise intragroup conflicts. The Liberal/National (Coalition) government adopted elements of these approaches, requiring Australian Public Service agencies to reduce a range of employment conditions to justify pay increases. Interactions between Australian Public Service management and the principal Australian Public Service trade union, the Community and Public Sector Union became increasingly hostile over the course of the bargaining round. In addition, internal differences emerged between the Australian Public Service Commission, which oversaw the bargaining process, and individual Australian Public Service agencies. We consider the efficacy of this forcing strategy in light of the potential for the Community and Public Sector Union to mobilise its membership to resist such an approach to pay negotiations.

The 2008 economic crisis has had significant impacts on labour markets around the world. In Europe, in particular, the need for internal devaluation within European Union nations in financial difficulty precipitated a wave of labour market reforms alongside the reform of welfare systems struggling to cope with high levels of unemployment. Various analyses have explored the nature of these changes separately for the labour market and welfare systems. Using a conceptual framework rooted in a political economy understanding the social nature of labour, this article takes an inclusive approach to understanding regulatory changes for both employed and unemployed labour. We do this using the case of Ireland, a country that went through a severe economic crisis, was subject to a European Union/European Central Bank/International Monetary Fund bailout in 2010 and witnessed one of the most significant labour market crises in Europe. The Irish case is instructive because it highlights both the range and depth of regulatory interventions utilised by the state during periods of crisis to deal with the social nature of labour and its role under advanced capitalism.

The absence of institutionalised childcare and education during the lockdowns, caused by the COVID-19 pandemic, put parents who worked from home in a stressful situation in which they had to combine the roles of teacher, parent and employee. This study aims to analyse how the closure of kindergartens and schools during the March–May 2020 lockdown in Slovenia changed the reported allocation of time, and perceived emotional exhaustion of parents working from home, compared to nonparents. We also focus on the differences in the impacts of lockdown between genders, status of family-provision and employment sectors of parents. Using data from a survey carried out on cohabiting and married individuals in Slovenia and applying a difference-in-difference estimator, we find that parents incurred a significant increase in their unpaid work burden, reductions in time devoted to paid work and leisure and suffered an increase in emotional exhaustion. Namely, Slovenian parents reported roughly 2 h less of paid and 4 h more of unpaid work per day during the lockdown in comparison to nonparents. The analysis also demonstrates that females performed more unpaid work and enjoyed less leisure before the lockdown, but the lockdown adjustment did not further increase gender inequality.

This article proposes an account of how two teachers’ labour federations have been reacting to austerity measures in public education. Current austerity measures have coincided with the renewal of collective agreements, thus allowing the study of how unions link bargaining stances to wider issues of service quality and accessibility. Union responses are the result of at least three influences: the institutional framework for public sector collective bargaining and worker representation, the previous orientation of members and their organisations towards social and work relations, and ongoing innovations for renewal and member engagement. We posit that union responses can contribute to renewal if they are guided by concerns to redefine union purpose, union organisation and building capacities. Under these conditions, unions are able to engage members and push forward an alternative agenda to that of the government. In doing so, they may be able to forge temporary alliances with outside stakeholders, namely parents. Analysis of union responses should consider the dialectic between union renewal effort and the opportunities and constraints of the institutional framework for public sector collective bargaining. The challenge for these two labour federations is in sustaining member engagement and activism beyond the current context of collective bargaining.

Before the COVID-19 pandemic forced large sections of the workforce to work from home, the uptake of working from home in the public sector had been limited and subject to the discretion or ‘allowance decisions’ of individual managers. Allowance decisions are influenced by factors at the organisational, group and individual levels. This research examines managers’ allowance decisions on working from home at each of these levels. It compares two qualitative datasets: one exploring managerial attitudes to working from home in 2018 and another dataset collected in mid-2020, as Australia transitioned out of the initial pandemic lockdown. The findings suggest a change in the factors influencing managers’ allowance decisions. We have identified a new factor at the organisational level, in the form of local organisational criteria. At the group level, previous concerns about employee productivity largely vanished, and managers experienced an epiphany that working from home could be productive. At the individual level, a new form of managerial discretion emerged as managers attempted to reassert authority over employees working remotely. These levels intersect, and we conclude that allowance decisions are fluid and not made solely by managers but are the result of the interactions between the organisational, group and individual levels.