Dr Jennifer Waterhouse
Honorary Senior Lecturer
Newcastle Business School (Human Resource Management)
- Phone:(02) 4921 5025
PhD (QUT) 2003 examined organisational change in a public service organisation. On completion of her PhD Jennifer was awarded a Post Doctoral Fellowship under an ARC Linkage Grant that extended the study of organisational change. Following completion she was appointed a Senior Lecturer at QUT prior to her move to the University of Newcastle. Research and teaching interests include negotiation, collaborative networks (primarily in the not for profit and government sectors) and diversity management.
Research projects undertaken include investigations into diversity in the workplace with an emphasis on age diversity and organisational change within public sector organisations. Most recently she has been involved in a study on collaborative policy initiatives to address homelessness.
- PhD, Queensland University of Technology
- Human Resource Management
- Organisational change
- Public Policy
- Regional networks and clusters
- Workplace diversity
Negotiation and Conflict Resolution
Faculty of Business and Law, The University of Newcastle
|Course Coordinator and Lecturer||5/9/2016 - 19/12/2016|
Faculty of Business and Law, University of Newcastle
|Course Coordinator and Lecturer||1/1/2008 - 1/7/2015|
Negotiation and Advocacy
Faculty of Business and Law, The University of Newcastle
|Course Coordinator and Lecturer||1/1/2008 - 31/12/2016|
For publications that are currently unpublished or in-press, details are shown in italics.
Book (2 outputs)
Muenjohn N, McMurray A, Fernando M, Hunt J, Fitzgerald M, McKenna B, et al., Leadership: Regional and global perspectives (2019)
© Cambridge University Press 2018. Whether leading a small team or a multinational corporation, within the public or private sector, a thorough understanding of the theory and bes... [more]
© Cambridge University Press 2018. Whether leading a small team or a multinational corporation, within the public or private sector, a thorough understanding of the theory and best practice of leadership is essential. Leadership: Regional and Global Perspectives provides a fresh approach to leading in contemporary business environments. The theory component is complemented by a focus on strategic application. Each chapter features case studies highlighting the practical application of key concepts by organisational leaders in the Australasian region. Case studies at the end of each chapter provide a more nuanced analysis of the theory, while accompanying questions encourage students to think critically. Learning is further supported through the inclusion of learning objectives, key terms, further readings and review questions. An extensive bank of web resources is available to lecturers to support their teaching. Written by an expert team of academics from across Australia, Leadership gives students the tools they need to navigate their leadership journey.
|2011||Waterhouse JM, Keast R, Brown K, Negotiating the business environment: theory and practice for all governance styles, Tilde University Press, Prahran, Vic., 250 (2011) [A2]|
Chapter (5 outputs)
Waterhouse JM, Keast R, 'Collaborative networks and innovation: the negotiation-management nexus', Public innovation through collaboration and design, Routledge, Abingdon, UK 148 (2014) [B1]
|2013||Waterhouse JM, Brown K, 'Managing the Change Process: The State of the Art', Handbook of Innovation in Public Services, Edward Elgar Publishing, Cheltenham 107-117 (2013) [B1]|
Waterhouse JM, Brown K, Keast R, Murphy G, Mandell M, 'Co-Management to Solve Homelessness: Wicked Solutions for Wicked Problems', New Public Governance, the Third Sector and Co-Production, Routledge, New York 211-226 (2012) [B1]
Waterhouse JM, Burgess KJ, 'An ageing workforce: HRM challenges', Strategic HRM: Contemporary Issues in the Asia Pacific Region, Tilde University Press, Prahan, VIC 233-255 (2010) [B2]
McDonald P, Townsend K, Waterhouse J, 'Wrong way, go back! Negotiating access in industry-based research', Method in the Madness: Research Stories You Won't Read in Textbooks 119-134 (2009)
|Show 2 more chapters|
Journal article (17 outputs)
Bankins S, Waterhouse J, 'Organizational Identity, Image, and Reputation: Examining the Influence on Perceptions of Employer Attractiveness in Public Sector Organizations', International Journal of Public Administration, 42 218-229 (2019) [C1]
© 2019, © 2019 Taylor & Francis Group, LLC. The active management of an organization¿s image, identity and overall reputation can result in a range of benefits including att... [more]
© 2019, © 2019 Taylor & Francis Group, LLC. The active management of an organization¿s image, identity and overall reputation can result in a range of benefits including attracting larger and higher quality job applicant pools, fostering an improved overall impression of the firm in potential employees¿ minds and retaining and engendering loyalty amongst current employees. How these concepts apply in the public sector remains nascent. This paper reviews the extant literature on identity, image, and reputation and identifies how and why these concepts are salient for exploring current and potential employees¿ perceptions of the public sector as an employer. A conceptual model is developed through reviewing organizational characteristics of public sector entities and proposing how these may influence employees¿ image, identity and reputation perceptions of the employer attractiveness of the sector.
Grimstad S, Waterhouse J, Burgess J, 'Creating a little bit of la Dolce Vita'. Explaining resilience and transformation in the Hunter Valley wine region, NSW, Australia', International Journal of Globalisation and Small Business, 10 359-380 (2019) [C1]
© 2019 Inderscience Enterprises Ltd. Using the Hunter Valley wine region as a case study, this paper examines how a region, renowned internationally for specific wine varieties, r... [more]
© 2019 Inderscience Enterprises Ltd. Using the Hunter Valley wine region as a case study, this paper examines how a region, renowned internationally for specific wine varieties, reinvents itself through becoming a gastronomic landscape. Using a case study approach, this paper identifies, through qualitative data how, in spite of being a small national producer, the Hunter Valley still strongly identifies with and protects its wine-region identity. The importance of having regional identity custodians' such as the old wine families that ensure that the landscape maintains the rural aesthetic, creates embedded institutions that benefit both old and new entrants. While new entrants may be considered a risk, they also provide a continuous stream of creative solutions and investments, leading to continuous improvement of quality and luxury provision of wine and gastronomy sensory experiences. Hunter Valley wine-Tourism actors have contributed to its resilience through simultaneously maintaining a strong wine region identity, while at the same time using this as a means to regenerate itself into a gastronomic landscape where lifestyle, food, wine and tourism complement each other. Through this the Hunter Valley manages to maintain its lead among the top Australian destinations for both national and international wine and food tourists.
Waterhouse JM, French E, Puchala N, 'The impact of socialisation on graduates' public service motivation - a mixed method study', Australian Journal of Public Administration, 73 247-259 (2014) [C1]
Waterhouse JM, Keast R, 'Strategizing public sector human resource management: The implications of working in networks', International Journal of Public Administration, 35 562-576 (2012) [C1]
Colley L, McCourt W, Waterhouse JM, 'Hybrids and contradictions: Human resource management in the contemporary public sector', International Journal of Public Administration, 35 507-512 (2012) [C1]
Kellner A, McDonald P, Waterhouse JM, 'Sacked! An investigation of young workers' dismissal', Journal of Management and Organization, 17 226-244 (2011) [C1]
Mitchell RJ, Burgess KJ, Waterhouse JM, 'Proximity and knowledge sharing in clustered firms', International Journal of Globalisation and Small Business, 4 5-24 (2010) [C1]
Burgess KJ, Waterhouse JM, 'Balancing work, family and life: Introduction to the special edition', Australian Bulletin of Labour, 36 130-132 (2010) [C3]
|2010||Waterhouse JM, Colley L, 'The work-life provisions of the Fair Work Act: A compromise of stakeholder preference', Australian Bulletin of Labour, 36 154-177 (2010) [C1]|
|2010||Keast R, Waterhouse JM, Brown K, Murphy G, 'Closing gaps and opening doors: Key findings from the evaluation of the Queensland responding to homelessness strategy', Parity, 23 20-22 (2010) [C1]|
Royer S, Waterhouse J, Brown K, Festing M, 'Employee voice and strategic competitive advantage in international modern public corporations - an economic perspective', European Management Journal, 26 234-246 (2008)
Achieving competitive advantage through a broader consideration of stakeholders of the firm is examined. The inclusion of other significant organisational actors such as managers ... [more]
Achieving competitive advantage through a broader consideration of stakeholders of the firm is examined. The inclusion of other significant organisational actors such as managers and employees as stakeholders capable of creating competitive strategic advantage for the firm is considered. Findings indicate that competitive advantage within an economic perspective may be garnered by establishing a broader conceptualisation of stakeholders of the firm. It is concluded employees may be characterised as hybrid stakeholders, as they are a mix of residual risk bearers and input suppliers of strategically highly relevant resources and that ways of articulating employee voice is a key element of gaining competitive advantage. The aim of this paper is to analyse internationally operating modern public corporations from an agency theory point of view with the focus on the role of a suite of stakeholders including shareholders, managers and employees. The economic reasoning demonstrates that the employees' voice is an important component of business from a strategic perspective irrespective of the type of institutional environment present in any given country. © 2008 Elsevier Ltd. All rights reserved.
Ryan N, Williams T, Charles M, Waterhouse J, 'Top-down organizational change in an Australian Government agency', International Journal of Public Sector Management, 21 26-44 (2008)
Purpose - The purpose of this paper is to assist public sector organizations to carry out better change management strategies and thus achieve better change processes and also to ... [more]
Purpose - The purpose of this paper is to assist public sector organizations to carry out better change management strategies and thus achieve better change processes and also to provide a critique of top-down change strategies, especially when employed by public sector agencies. Furthermore, the paper uses the case of one such public sector organization to highlight the need to complement top-down change strategies with other approaches. Design/methodology/approach - The paper used a three-year longitudinal case study approach to ascertain the efficacy of top-down change in a large public sector organization. Data were collected by means of a series of employee focus groups and interviews with key management personnel. This was supplemented by organizational communication outputs. Findings - The paper finds that a top-down change strategy needs to be coupled with other change strategies for change to become successfully embedded in the organization. Organizational factors and processes can limit the effectiveness of communicating top-down change and prevent information from filtering through the organization in the expected way. Practical implications - The paper shows that genuine consultation and meaningful two-way communication must be established for top-down change strategies to function effectively together with other techniques. Originality/value - The paper complements previous literature on top-down change and corroborates earlier findings. In addition, it highlights the vital importance of middle managers in communicating organizational change and the need to establish a genuine two-way communication flow.
Waterhouse J, Ryan N, Williams T, Charles M, 'Market responsiveness versus political responsiveness: Change and conflict in an Australian government agency', Public Policy and Administration, 23 351-372 (2008)
Considerable attention has recently been given to possible contradictions between public sector reform initiatives aimed at making agencies more responsive to political institutio... [more]
Considerable attention has recently been given to possible contradictions between public sector reform initiatives aimed at making agencies more responsive to political institutions and publics, and initiatives designed to make them more responsive to markets. This article reports on a study that demonstrates ways in which tensions and conflict can arise within a government agency when the aims of political responsiveness and market responsiveness are pursued simultaneously. The study also shows that conflict arises not only from contradictions between political and market responsiveness, but also from failures in organizational structure and change implementation strategies. Despite this, it is possible that the contradictions between the reforms need not be fatal if integrative structures are adopted and if conditions are created for effective participation and collaboration. © 2008 SAGE Publications.
Brown K, Royer S, Waterhouse J, Ridge S, 'Virtual workforces and the Shifting Frontier of Control', Journal of Industrial Relations, 47 310-325 (2005)
It is argued that adopting a networked organisational model improves organisational performance and provides opportunities for innovation and creativity. The model is premised on ... [more]
It is argued that adopting a networked organisational model improves organisational performance and provides opportunities for innovation and creativity. The model is premised on introducing a range of information and communication technology (ICT) into the work environment. ICTs establish a fundamentally different interface between workers and their tasks and also connect managers and workers in new ways that require re-conceptualising of labour management relations. This process necessitates adapting existing organisational structures and systems to account for changes in the way work is scheduled and organised and the way workers are managed. It is argued that organisations implementing such new organisational forms create non-traditional organisational boundaries and fewer bureaucratic structures through forming networks. These network arrangements may present an opportunity for shifting the labour management control nexus. © 2005, Sage Publications. All rights reserved.
Waterhouse J, Lewis D, 'Communicating culture change: HRM implications for public sector organizations', Public Management Review, 6 353-376 (2004)
Using a case study of a large public sector department the relationship between communication and change in a public sector department and the human resource implications of that ... [more]
Using a case study of a large public sector department the relationship between communication and change in a public sector department and the human resource implications of that relationship are considered. Senior administrators of the department signified their intention to change the culture from one that was considered to be bureaucratic, technically oriented and inward-looking to one more outward-looking, continually learning, more relationship-oriented internally and inclusive of broader ¿whole of government¿ objectives such as commercialization, the environment, social justice and community relations. Findings from the research indicate that, despite an objective of shifting to a state of continual change with the mode of communication becoming two-way and dialogic, the communication mechanism has faltered due to a failure to address the need of lower-level staff for a set vision and stated future direction. Implications of these findings are drawn for public sector organizations in general. © 2004 Taylor & Francis Ltd.
Waterhouse J, Brown K, Ryan N, 'Healthy, wealthy and wise?: The effects of globalisation on professional service firms in regional communities', International Journal of Globalisation and Small Business, 1 42-57 (2004)
This paper explores the effect of globalisation on local economies from a geographic perspective and considers how small and medium-sized enterprises (SMEs) respond to the broader... [more]
This paper explores the effect of globalisation on local economies from a geographic perspective and considers how small and medium-sized enterprises (SMEs) respond to the broader structural shifts and greater competitive influences emanating from globalisation. It takes as its focus the inward strategies of SMEs as a response to globalisation. The geographical and regional area of interest is that of small rural and remote economies within a national economy. Literature has to date largely focussed on SMEs in the global environment in the areas of technology and manufacturing. This paper, however, takes as its specific focus of attention, professional service firms, as these have historically been broadly represented throughout regional areas and considered to have performed essential economic and social functions within their local communities. As a result, these professional service firms have constituted a widely distributed network of regional services and as such are major actors in the economic prosperity of small communities. © 2004 Inderscience Enterprises Ltd.
Brown K, Waterhouse J, Flynn C, 'Change management practices: Is a hybrid model a better alternative for public sector agencies?', International Journal of Public Sector Management, 16 230-241 (2003)
During the last two decades the public sector has come under increasing pressure to improve performance and demonstrate greater transparency and accountability. This pressure has ... [more]
During the last two decades the public sector has come under increasing pressure to improve performance and demonstrate greater transparency and accountability. This pressure has resulted in public sector organisations facing shifts in ways of operating. Various corporate change strategies have been adopted by different public sector agencies, many of these cloning managerial practices from the private sector. These changes in public sector organisations have enormous significance for regional economic and social development. While there is a growing body of knowledge dealing with the management of corporate change there are still significant gaps in understanding the process. While there is much written on public versus private corporate change, there is little distinguishing between change in different types of public sector organisations. This paper analyses change management processes and seeks to determine whether a hybrid model of "new public management" delivers more favourable outcomes than a model focused on cost reduction and private sector prejudice for the bottom line.
|Show 14 more journal articles|
Conference (11 outputs)
Bankins SM, Waterhouse JM, 'Organisational identity, image, branding and reputation: Examining the relevance to human resource management in public sector organisations', International Research Society for Public Management (IRSPM) XVI Conference, Rome, Italy (2012) [E2]
|2010||Puchala N, Waterhouse JM, 'The impacts of socialisation on graduates' levels of public service motivation', 14th Annual Conference of the International Research Society for Public Management (IRSPM XIV): The Crisis: Challenges for Public Management. Conference Program, Bern, Switzerland (2010) [E3]|
|2010||Brown K, Burgess K, Festing M, Keast R, Royer S, Steffen C, Waterhouse JM, 'Clusters as value adding webs: Developing a policy framework', 14th Annual Conference of the International Research Society for Public Management (IRSPM XIV): The Crisis: Challenges for Public Management. Conference Program, Bern, Switzerland (2010) [E3]|
|2010||Colley L, Waterhouse JM, 'Stakeholders' influence in achieving work-life balance in the Fair Work Act Australia', 14th Annual Conference of the International Research Society for Public Management (IRSPM XIV): The Crisis: Challenges for Public Management. Conference Program, Bern, Switzerland (2010) [E3]|
|2009||Waterhouse JM, Keast R, Brown K, 'Governance and negotiation: Context revisited', 2009 British Academy of Management Conference: Final Programme, Brighton, UK (2009) [E3]|
|2009||Waterhouse JM, Keast R, Brown K, 'The need for speed: Rapidly developing networks in the public sector', CIOS: Centre for Institutional and Organisational Studies Inaugural Conference Abstracts, Newcastle, NSW (2009) [E3]|
Henderson LA, Waterhouse JM, Mitchell RJ, Burgess KJ, 'Key features of the Hunter Valley wine cluster', 'The Business of Wine': The Inaugural Wine Business Research Symposium: Conference Proceedings, Newcastle, NSW (2009) [E1]
|2009||Brown KA, Keast RL, Waterhouse JM, Murphy G, 'Social Innovation to Solve Homelessness: Wicked Solutions for Wicked Problems', Papers from the 2009 meeting (Malta), St Julian's, Malta (2009) [E2]|
Mitchell RJ, Boyle BP, Waterhouse JM, McNeil KA, Burgess KJ, 'Institutional thickness and inter-organisational collaboration in clusters', 'The Business of Wine': The Inaugural Wine Business Research Symposium: Conference Proceedings, Newcastle, NSW (2009) [E1]
Mitchell RJ, Burgess KJ, Waterhouse JM, McNeil KA, 'Knowledge flow in clustered SMES: Technological specialists as knowledge gatekeepers', Society for Global Business & Economic Development (SGBD): The Second Research Symposium: Program, Dubai (2009) [E3]
Mills DE, Brown K, Waterhouse J, 'Asset management stewardship: The effectiveness of public-private mix governance structures', 2008 1st International Conference on Infrastructure Systems and Services: Building Networks for a Brighter Future, INFRA 2008 (2008)
Major infrastructure assets are often governed by a mix of public and private organizations, each fulfilling a specific and separate role i.e. policy, ownership, operation or main... [more]
Major infrastructure assets are often governed by a mix of public and private organizations, each fulfilling a specific and separate role i.e. policy, ownership, operation or maintenance. However, it is increasingly problematic to maintain separate and distinct governance arrangements for each of these functions due to their criticality to achieving social outcomes such as supply of water, power and transport and their interdependency in terms of risk management. The success of long term asset management is therefore becoming reliant on coalitions of organizations and groups working in a co-coordinated and collaborative way to deliver services. Yet, it is unclear how to conceptualize these networks of relationships and to determine the types of entities and arrangements that will best contribute to successful collaborative governance. Stewardship theory is revisited to provide a lens through which asset management governance can be examined. It is argued that the concerns of the community in regard to the long-term sustainability of infrastructure assets from environmental, accountability, strategic and business perspectives may be well served by a renewed conceptualization of stewardship theory.
|Show 8 more conferences|
Grants and Funding
|Number of grants||2|
Click on a grant title below to expand the full details for that specific grant.
20112 grants / $20,802
Funding body: Department of Families, Housing, Community Services and Indigenous Affairs
|Funding body||Department of Families, Housing, Community Services and Indigenous Affairs|
|Project Team||Doctor Jennifer Waterhouse|
|Scheme||National Homelessness Research Projects|
|Type Of Funding||Other Public Sector - Commonwealth|
Regional Cluster Policy: The Non-Collaborative Aspects of Wine Clusters in Australia, Germany and the UK$5,000
Funding body: University of Newcastle
|Funding body||University of Newcastle|
|Project Team||Doctor Jennifer Waterhouse|
|Scheme||New Staff Grant|
|Type Of Funding||Internal|
Number of supervisions
|Commenced||Level of Study||Research Title||Program||Supervisor Type|
|2021||PhD||Generational Perceptions of Workplace Gender Stratification Across Multiple Organisations/Industries||PhD (Management), College of Human and Social Futures, The University of Newcastle||Co-Supervisor|
|2016||PhD||Evaluating the Impact of Ethics Education in MBA Programs on the Moral Reasoning of Students||PhD (Management), College of Human and Social Futures, The University of Newcastle||Co-Supervisor|
|2013||PhD||Informal Learning in the Workplace: A Framework to Support an Innovating Environment||PhD (Management), College of Human and Social Futures, The University of Newcastle||Co-Supervisor|
|2013||PhD||Talent and Age: How Do Human Resource Manager Meanings of Talent Influence Their Perceptions of Older Workers?||PhD (Management), College of Human and Social Futures, The University of Newcastle||Principal Supervisor|
|Year||Level of Study||Research Title||Program||Supervisor Type|
|2020||PhD||Uncertain Outcomes: Traversing the Breach between Innovation and Violation in Aviation Maintenance||PhD (Psychology - Science), College of Engineering, Science and Environment, The University of Newcastle||Principal Supervisor|
|2020||PhD||What is an Effective or Good Mediator: Exploring empirical research on mediator attributes and behaviour||PhD (Law), College of Human and Social Futures, The University of Newcastle||Co-Supervisor|
|2017||PhD||From Premise to Practice: Strategic Decision-making in Risk-based Regulatory Agencies||PhD (Management), College of Human and Social Futures, The University of Newcastle||Principal Supervisor|
|2016||PhD||Human Resource Practices and Voluntary Labour Turnover in the Readymade Garment Industry in Bangladesh||PhD (Management), College of Human and Social Futures, The University of Newcastle||Co-Supervisor|
|2015||PhD||Mental Models of Employment and the Psychological Contracts of Indonesian Academics: An Exploratory Study||PhD (Management), College of Human and Social Futures, The University of Newcastle||Principal Supervisor|
|2013||PhD||Business Driven Environmental Action in Agricultural Based Micro-Clusters in Norway and Australia||PhD (Management), College of Human and Social Futures, The University of Newcastle||Co-Supervisor|
July 23, 2018
Dr Jennifer Waterhouse
Honorary Senior Lecturer
Human Resource Management
Newcastle Business School
College of Human and Social Futures
Human Resource Management
|Phone||(02) 4921 5025|
|Room||City:X-742 Callaghan: SR-145|
|Building||NeW Space / Social Science|