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Resisting government rendered surveillance in a local authority

Author

Listed:
  • Oliver G. Kayas
  • Tony Hines
  • Rachel McLean
  • Gillian H. Wright

Abstract

The paper illustrates and discusses how the performance management systems in a UK local authority are transformed into a surveillance system. A case study analysis reveals that the surveillance is engendered by central government and enacted by senior managers who conform to policies demanding the introduction of strict performance management systems that dehumanize work processes because employees are deemed untrustworthy. The paper shows that employees resist this government rendered surveillance because they believe it undermines their interests as well as the interests of the public by damaging the quality of the services delivered.

Suggested Citation

  • Oliver G. Kayas & Tony Hines & Rachel McLean & Gillian H. Wright, 2019. "Resisting government rendered surveillance in a local authority," Public Management Review, Taylor & Francis Journals, vol. 21(8), pages 1170-1190, August.
  • Handle: RePEc:taf:rpxmxx:v:21:y:2019:i:8:p:1170-1190
    DOI: 10.1080/14719037.2018.1544661
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    Cited by:

    1. Adams, Ian T., 2022. "Modeling Officer Perceptions of Body-worn Cameras: A National Survey," Thesis Commons fnxbg, Center for Open Science.

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