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Can Budgetary Slack Still Prevail Within New Zealand’s New Public Management?

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dc.contributor.author Hills, Joanne
dc.contributor.author Bradshaw, John
dc.contributor.author Khanna, Bhagwan
dc.contributor.author Hunt, Chris
dc.date.accessioned 2008-04-07T05:15:51Z
dc.date.accessioned 2022-07-05T02:40:03Z
dc.date.available 2008-04-07T05:15:51Z
dc.date.available 2022-07-05T02:40:03Z
dc.date.copyright 2007
dc.date.issued 2007
dc.identifier.uri https://ir.wgtn.ac.nz/handle/123456789/18720
dc.description.abstract The New Zealand (NZ) Government began its public sector reforms in 1984. The purposes of the reforms were to build a more open public sector, a plainer and clearer way of reporting, emphasising accountability and transparency (Wallace, 1993). A central focus of the reforms was to change the accounting culture by adopting accrual accounting and a 3year budgeting and planning management cycle within Government Ministries. By investigating whether or not budgetary slack is used as a risk management strategy in NZ’s new public management (NPM) control setting, this study examines how successful the reforms are, more that 20 years after their inception. Budgetary slack is the excess requirements for resources or understatement of productive capability. Slack allows a budget to be easily achieved and gives a false perception of managers’ performance, defeating the basic purpose of budgets. As little research has been conducted on this phenomenon in NZ’s NPM, this study was undertaken. Using budgetary slack and earnings management literature, an empirical model is developed to examine whether the potential for budgetary slack exists in NZ Government Ministries. The five Ministries of: Health, Education, Transport, Justice, and Building & Housing, were chosen for this study. They provide a mix of sizes and are very topical for some specific reasons within the political arena. Results of this study will be of interest to the Government, public sector managers, taxpayers, other stakeholders, and academics. en_NZ
dc.format pdf en_NZ
dc.language.iso en_NZ
dc.publisher Te Herenga Waka—Victoria University of Wellington en_NZ
dc.relation.ispartofseries Working Paper en_NZ
dc.relation.ispartofseries No. 53 en_NZ
dc.subject Government agencies en_NZ
dc.subject Budget management en_NZ
dc.subject Public reporting en_NZ
dc.title Can Budgetary Slack Still Prevail Within New Zealand’s New Public Management? en_NZ
dc.type Text en_NZ
vuwschema.contributor.unit School of Accounting and Commercial Law en_NZ
vuwschema.contributor.unit Centre for Accounting, Governance and Taxation Research en_NZ
vuwschema.subject.anzsrcfor 150199 Accounting, Auditing and Accountability not elsewhere classified en_NZ
vuwschema.subject.marsden 360202 Public Administration en_NZ
vuwschema.subject.marsden 350100 Accounting, Auditing and Accountability en_NZ
vuwschema.type.vuw Working or Occasional Paper en_NZ
vuwschema.subject.anzsrcforV2 350199 Accounting, auditing and accountability not elsewhere classified en_NZ

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