WORKPLACE INNOVATION IN THE PUBLIC SECTOR: THE CASE OF THE OFFICE OF THE ONTARIO REGISTRAR GENERAL
ROBERT HEBDON AND DOUGLAS HYATT
DOI: 10.2190/7AK4-LG2C-DQTT-C7YL
Abstract
In response to global economic pressures, industrial economies are experiencing extensive restructuring. This transformation has resulted in significant changes in the traditional methods of work organization. Many U.S. and Canadian firms have experimented with various new forms of employee involvement (EI) as part of this evolution, however, these EI experiments have not spread to the public sector in any significant way. This article seeks to contribute to the dearth of literature on public sector workplace innovation by describing the implementation of a comprehensive initiative undertaken at the Office of the Registrar General for Ontario, which included organizational delayering, the introduction of new technology, promoting employment equity, and providing day-care services. Preliminary measures of the productivity effects of these innovations elicit optimism for the potential of workplace innovation in the public sector.
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