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The new public management and the UK Police Service

Author

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  • Reginald Butterfield
  • Christine Edwards
  • Jean Woodall

Abstract

This article explores the impact of the introduction of the New Public Management (NPM) within the UK Police Service since the mid-1990s. A specific focus upon individual performance management (one of the central features of NPM) is examined from the perspective of the police sergeant who has primary responsibility for managing performance and ultimately the delivery of policing services within one of the UK's ‘essential’ public services. After a discussion of the literature on individual performance management within the context of the NPM, the article identifies four major research questions relating to: the job role demands of performance management; access to valid and reliable performance management information; the capacity to provide follow-up development and support; and the wider integration of performance management with organization strategy and service objectives. After reporting on interview data collected from role sets in which the sergeant is a focal member, the article concludes with a discussion of the constraints upon effective performance management within the NPM.

Suggested Citation

  • Reginald Butterfield & Christine Edwards & Jean Woodall, 2004. "The new public management and the UK Police Service," Public Management Review, Taylor & Francis Journals, vol. 6(3), pages 395-415, September.
    • Handle: RePEc:taf:pubmgr:v:6:y:2004:i:3:p:395-415
    DOI: 10.1080/1471903042000256556
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    Cited by:

    1. Van Thielen, Tine & Bauwens, Robin & Audenaert, Mieke & Van Waeyenberg, Thomas & Decramer, Adelien, 2018. "How to foster the well-being of police officers: The role of the employee performance management system," Evaluation and Program Planning, Elsevier, vol. 70(C), pages 90-98.
    2. Niyousha Bastani & Lorena Gazzotti, 2022. "“Still a bit uncomfortable, to be an arm of the state†: Making sense and subjects of counter-extremism in the UK and Morocco," Environment and Planning C, , vol. 40(2), pages 520-540, March.

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