Canada’s top public servants meet agency theory in the Harper years (2006–2015)

Abstract

A survey of Canada’s top public servants was used to test the effects on them of the agency version of the public service bargain held by the Conservative government of Stephen Harper (2006–2015). Most results were as expected: increasing politicization and prime ministerial influence added much complexity to the deputy minister’s job; and ministers’ political staffers acted as guardians of the agency bargain. However, the survey led to the observation of a decline in ministers’ powers and to the surprising increase of the parliamentary accountability of deputy ministers, as well as to some challenge to the concept of public service bargains. Points for practitioners It is a good idea to consider what the main components of the public service bargain are in any public workplace, that is, what expectations exist about duties, competencies, criteria of evaluation, rewards, and discipline for permanent employees and political staffers. Too strong an agency bargain creates confusion about responsibilities, accountability, and a culture of risk avoidance. Staffers should not disrupt the chain of command and should treat public servants with respect and courtesy.