L’appropriation différenciée du contrôle par les résultats à Pôle emploi

The implementation of output control, the organic companion of new public management, raises various criticisms. Some refer to the classic individual resistance to change, which is a source of transgression, and others to the supposed incompatibility of output control with public service missions. Away from these debates, this article seeks to show that too much compliance with formal control can harm performance, while certain forms of transgression contribute positively towards it. The authors base their argument on a qualitative study conducted at Pôle emploi (a documentary analysis, 77 individual interviews, and 10 group interviews conducted in 10 job centres in a large region). The analysis of the results taking into account local contexts (the job centres) and situational particularities shows the contrasting effects of compliant and deviant behaviours on the appropriation of an output control tool. Social regulation theory helps us to understand how attitudes are constructed concerning the introduction of an output-based monitoring system. It also highlights the regulatory role of management. The article then shows the importance of managerial leadership in the appropriation of a control tool.