Dr Jennifer Waterhouse

Senior Lecturer

Newcastle Business School (Human Resource Management)

Career Summary

Biography

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 Expertise
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.


Qualifications

  • PhD, Queensland University of Technology

Keywords

  • Human Resource Management
  • Organisational change
  • Public Policy
  • Regional networks and clusters
  • Workplace diversity

Fields of Research

Code Description Percentage
140299 Applied Economics not elsewhere classified 25
149999 Economics not elsewhere classified 25
150499 Commercial Services not elsewhere classified 50

Professional Experience

UON Appointment

Title Organisation / Department
Senior Lecturer University of Newcastle
Newcastle Business School
Australia

Teaching

Code Course Role Duration
GSBS6100 Negotiation and Conflict Resolution
Faculty of Business and Law, The University of Newcastle
Course Coordinator and Lecturer 5/09/2016 - 19/12/2016
IRHR3035 Managing Diversity
Faculty of Business and Law, University of Newcastle
Course Coordinator and Lecturer 1/01/2008 - 1/07/2015
IRHR3040 Negotiation and Advocacy
Faculty of Business and Law, The University of Newcastle
Course Coordinator and Lecturer 1/01/2008 - 31/12/2016
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Publications

For publications that are currently unpublished or in-press, details are shown in italics.


Book (1 outputs)

Year Citation Altmetrics Link
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)

Year Citation Altmetrics Link
2014 Waterhouse JM, Keast R, 'Collaborative networks and innovation: the negotiation-management nexus', Public innovation through collaboration and design, Routledge, Abingdon, UK 148 (2014) [B1]
Citations Scopus - 2
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]
2012 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]
Citations Scopus - 1
2010 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]
Co-authors John Burgess
2009 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)
DOI 10.1016/B978-1-84334-493-3.50010-1
Citations Scopus - 2
Show 2 more chapters

Journal article (14 outputs)

Year Citation Altmetrics Link
2014 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]
DOI 10.1111/1467-8500.12079
2012 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]
Citations Scopus - 5
2012 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]
Citations Scopus - 5
2011 Kellner A, McDonald P, Waterhouse JM, 'Sacked! An investigation of young workers' dismissal', Journal of Management and Organization, 17 226-244 (2011) [C1]
DOI 10.5172/jmo.2011.17.2.226
Citations Scopus - 1Web of Science - 1
2010 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]
DOI 10.1504/IJGSB.2010.035328
Citations Scopus - 5
Co-authors Rebecca Mitchell, John Burgess
2010 Burgess KJ, Waterhouse JM, 'Balancing work, family and life: Introduction to the special edition', Australian Bulletin of Labour, 36 130-132 (2010) [C3]
Co-authors John Burgess
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]
2008 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.

DOI 10.1016/j.emj.2008.03.002
Citations Scopus - 9
2008 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.

DOI 10.1108/09513550810846096
Citations Scopus - 15
2008 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.

DOI 10.1177/0952076708093249
2005 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.

DOI 10.1111/j.1472-9296.2005.00171.x
2004 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.

2003 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.

DOI 10.1108/09513550310472311
Citations Scopus - 34
Show 11 more journal articles

Conference (12 outputs)

Year Citation Altmetrics Link
2012 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 (2012) [E2]
Co-authors Sarah Bankins
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 (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 (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 (2010) [E3]
2009 Waterhouse JM, Keast R, Brown K, 'Governance and negotiation: Context revisited', 2009 British Academy of Management Conference: Final Programme (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 (2009) [E3]
2009 Mitchell RJ, Burgess KJ, Waterhouse JM, Boyle BP, McNeil KA, 'Institutional thickness and inter-organisational clusters', CIOS: Centre for Institutional and Organisational Studies Inaugural Conference Abstracts (2009) [E3]
Co-authors John Burgess, Brendan Boyle, Rebecca Mitchell
2009 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 (2009) [E1]
Co-authors Rebecca Mitchell, John Burgess
2009 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 (2009) [E1]
Co-authors Rebecca Mitchell, John Burgess, Brendan Boyle
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) (2009) [E2]
2009 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 (2009) [E3]
Co-authors Rebecca Mitchell, John Burgess
2008 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.

DOI 10.1109/INFRA.2008.5439673
Show 9 more conferences
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Grants and Funding

Summary

Number of grants 2
Total funding $20,802

Click on a grant title below to expand the full details for that specific grant.


20111 grants / $15,802

Understanding homelessness service integration: place based network analysis$15,802

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
Role Lead
Funding Start 2011
Funding Finish 2011
GNo G1100465
Type Of Funding Other Public Sector - Commonwealth
Category 2OPC
UON Y

20101 grants / $5,000

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
Role Lead
Funding Start 2010
Funding Finish 2010
GNo G1000322
Type Of Funding Internal
Category INTE
UON Y
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Research Supervision

Number of supervisions

Completed3
Current5

Total current UON EFTSL

PhD1.5

Current Supervision

Commenced Level of Study Research Title Program Supervisor Type
2016 PhD Uncertain Outcomes: Traversing the Breach Between Innovation and Violation in Aviation Maintenance PhD (Psychology - Science), Faculty of Science, The University of Newcastle Principal Supervisor
2016 PhD What Makes a Good Mediator: Models, Approaches, Skills, Styles and Personal Qualities PhD (Law), Faculty of Business and Law, The University of Newcastle Co-Supervisor
2013 PhD Informal Learning in the Workplace: A Framework to Support an Innovating Environment PhD (Management), Faculty of Business and Law, The University of Newcastle Principal Supervisor
2013 PhD Organisational talent, Human Resource business credibility and the older worker: An investigation of Human Resource Manager older worker recruitment decision making within Australian private industry PhD (Management), Faculty of Business and Law, The University of Newcastle Principal Supervisor
2011 PhD From Premise to Practice: Strategic Decision-Making in Risk Based Regulatory Agencies PhD (Management), Faculty of Business and Law, The University of Newcastle Principal Supervisor

Past Supervision

Year Level of Study Research Title Program Supervisor Type
2016 PhD Human Resource Practices and Voluntary Labour Turnover in the Readymade Garment Industry in Bangladesh PhD (Management), Faculty of Business and Law, The University of Newcastle Co-Supervisor
2015 PhD Mental Models of Employment and the Psychological Contracts of Indonesian Academics: An Exploratory Study PhD (Management), Faculty of Business and Law, The University of Newcastle Principal Supervisor
2013 PhD Business Driven Environmental Action in Agricultural Based Micro-Clusters in Norway and Australia PhD (Management), Faculty of Business and Law, The University of Newcastle Co-Supervisor
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Dr Jennifer Waterhouse

Position

Senior Lecturer
Human Resource Management
Newcastle Business School
Faculty of Business and Law

Focus area

Human Resource Management

Contact Details

Email jennifer.waterhouse@newcastle.edu.au
Phone (02) 4921 5025

Office

Room City:X-742 Callaghan: SR-145
Building NeW Space / Social Science
Location City Campus

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