scholarly journals ‘It’s a Profession, it Isn’t a Job’: Police Officers’ Views on the Professionalisation of Policing in England

2017 ◽  
Vol 22 (3) ◽  
pp. 4-20 ◽  
Author(s):  
Karen Lumsden
Keyword(s):  
Police Officers ◽  
Public Management ◽  
New Public Management ◽  
Qualitative Interviews ◽  
Evidence Base ◽  
Evidence Based ◽  
Top Down ◽  
New Public ◽  
Government Reforms ◽  
Evidence Based Policing

This article focuses on police officers’ views on the professionalisation of policing in England against a backdrop of government reforms to policing via establishment of the College of Policing, evidence-based policing, and a period of austerity. Police officers view professionalisation as linked to top-down government reforms, education and recruitment, building of an evidence-base, and ethics of policing (Peelian principles). These elements are further entangled with new public management principles, highlighting the ways in which professionalism can be used as a technology of control to discipline workers. There are tensions between the government’s top-down drive for police organisations to professionalise and officers’ bottom-up views on policing as an established profession. Data are presented from qualitative interviews with 15 police officers and staff in England.

scholarly journals Resistance-driven Innovation? Frontline Public Welfare Workers’ Coping with Top- down Implementation

2018 ◽  
Vol 8 (2) ◽  
Author(s):  
Gry Høiland ◽  
Elisabeth Willumsen
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Qualitative Interviews ◽  
Public Welfare ◽  
Frontline Employees ◽  
Top Down ◽  
Critical Realist ◽  
New Public ◽  
Resis Tance ◽  
Welfare Workers

Employee-based innovation researchers point to the important role of welfare workers in public service innovations. Bureaucratic and New Public Management inspired managerial agendas, still widely present in Nordic welfare organizations have been tied to an increase in feelings of inau- thenticity and use of coping strategies by welfare workers. At the same time, post-NPM principles of collaboration and service tailoring are more in line with professional values of welfare workers. Drawing on a critical realist informed case study comprising qualitative interviews and observations in the Norwegian public welfare and employment services, we describe types of revision and resis- tance practices used by frontline employees when faced with top-down implementation instructions, linking them to different types of innovations. The article adds to literatures on employee-based innovation by conceptualizing resistance practices as value-motivated resistance-driven innovation that may have a function of calibrating public value creation in welfare organizations submerged in bureaucratic and NPM-inspired managerial regimes

"Jedes starre Konzept ist schlecht und passt net' in diese Welt"

2007 ◽  
Vol 37 (148) ◽  
pp. 369-381 ◽  
Author(s):  
Wolfgang Ludwig-Mayerhofer ◽  
Ariadne Sondermann ◽  
Olaf Behrend
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Qualitative Interviews ◽  
Unemployed People ◽  
Staff Members ◽  
Public Employment Service ◽  
New Public ◽  
Recent Reform ◽  
The Unemployed ◽  
New Procedures

The recent reform of the Bundesagentur fijr Arbeit, Germany's Public Employment Service (PES), has introduced elements of New Public Management, including internal controlling and attempts at standardizing assessments ('profiling' of unemployed people) and procedures. Based on qualitative interviews with PES staff, we show that standardization and controlling are perceived as contradicting the 'case-oriented approach' used by PES staff in dealing with unemployed people. It is therefore not surprising that staff members use considerable discretion when (re-)assigning unemployed people to one of the categories pre-defined by PES headquarters. All in all, the new procedures lead to numerous contradictions, which often result in bewilderment and puzzlement on the part of the unemployed.

Collaboration Consequences: New Public Management and Police-Academic Partnerships

2021 ◽  
pp. 193672442098437
Author(s):  
Carrie B. Sanders ◽  
Debra Langan
Keyword(s):  
Policy Development ◽  
Public Management ◽  
Management Practices ◽  
New Public Management ◽  
Evidence Based ◽  
Organizational Contexts ◽  
Police Services ◽  
New Public ◽  
Academic Partnerships ◽  
Institutional Strategies

With increasing pressure on public organizations to demonstrate accountability, police services and public universities are being tasked with demonstrating how their institutional strategies are effective and economically efficient. In this paper, we draw on our own research collaborations with two different Canadian police services (Bluewater and Greenfield) on a similar community crime prevention strategy, Situation Tables. We illustrate how new public management practices are embedded in the political, economic, and organizational contexts that have inspired police-academic partnerships and invigorated the evidence-based policing movement in Canada. Our analysis illustrates how our partnerships were influenced by the performance strand of new public management that prioritizes the quantification of measures of outputs over qualitative evaluations of impact. We argue that these practices, if not interrogated, can jeopardize the integrity of evidence-based practice and policy development. Academic freedom must be retained when partnering with the police to ensure an examination of the implications of police practices.

scholarly journals Evidence-based Nursing in the IED: From Caring to Curing?

2016 ◽  
Vol 6 (1) ◽  
pp. 47 ◽  
Author(s):  
Jette Ernst
Keyword(s):  
Performance Management ◽  
Public Management ◽  
New Public Management ◽  
Career Pathways ◽  
Evidence Based ◽  
Management Tools ◽  
Theory Of Practice ◽  
New Public ◽  
And Performance ◽  
Nursing Career

Danish hospitals are major sites of healthcare reform, and new public management accountability and performance management tools have been applied to improve the quality and efficiency of services. One consequence of this is that nurses’ work in hospitals is increasingly standardized through medical evidence. Using Bourdieu’s theory of practice in combination with an ethnographic field study, it is analyzed how the nurses of a Danish Integrated Emergency Department respond to the changing conditions of work. It is illuminated how two opposing approaches to nursing of humanistically and pluralistically oriented caring, and evidence-based scientifically oriented curing inform nursing in the department. The curing approach is however trumping the caring approach. Curing creates new nursing career pathways and is by some nurses embraced with enthusiasm. For others, the new situation creates tension and distress. It is illustrated how the nurses position their practice in relation to the changing working conditions taking sides for either curing or caring, or finding a way to maneuver in between the two. The article argues that the normative enforcement of the curing approach may carry unintended side effects to the goals of quality and efficiency enhancements.

scholarly journals Policing Research and the Rise of the ‘Evidence-Base’: Police Officer and Staff Understandings of Research, its Implementation and ‘What Works’

Sociology ◽  
2016 ◽  
Vol 52 (4) ◽  
pp. 813-829 ◽  
Author(s):  
Karen Lumsden ◽  
Jackie Goode
Keyword(s):  
Police Officers ◽  
Evidence Base ◽  
Evidence Based ◽  
Structured Interviews ◽  
Policy And Practice ◽  
Social Scientists ◽  
Conducting Research ◽  
The Uk ◽  
Organisational Factors ◽  
Evidence Based Policing

Despite the pitfalls identified in previous critiques of the evidence-based practice movement in education, health, medicine and social care, recent years have witnessed its spread to the realm of policing. This article considers the rise of evidence-based policy and practice as a dominant discourse in policing in the UK, and the implications this has for social scientists conducting research in this area, and for police officers and staff. Social scientists conducting research with police must consider organisational factors impacting upon police work, as well as the wider political agendas which constrain it – in this case, the ways in which the adoption of evidence-based policing and the related ‘gold standard’ used to evaluate research act as a ‘technology of power’ to shape the nature of policing/research. The discussion draws on semi-structured interviews conducted with police officers and staff from police forces in England.

scholarly journals Parametrische Steuerung — ein neuer Steuerungsmodus für die Raumplanung?

2002 ◽  
Vol 60 (3-4) ◽  
pp. 219-231 ◽  
Author(s):  
Marion Cools ◽  
Holger Gnest ◽  
Dietrich Fürst
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Top Down ◽  
New Public

Kurzfassung Unter „Parametrischer Steuerung” wird im Folgenden eine Form der Steuerung verstanden, bei der die steuernde Instanz operationalisierte Ziele vorgibt, der umsetzenden Stelle aber überlässt, wie diese Ziele zu erreichen sind. Bezogen auf Raumplanung bedeutet das beispielsweise, dass die Landesplanung keine Gebietsabgrenzungen vorgibt, sondern lediglich zu erreichende Zielmarken (z.B. „Eignungsgebiete für x MW Windenergie”). Der Ansatz entspricht neueren Steuerungsmodellen, die den dezentralen Umsetzungs-Stellen mehr Spielraum geben wollen, um problemspezifischere, situationsangepasstere und akzeptanzfähigere Lösungen zu erzeugen als traditionelle „Top-down-Lösungen” erreichen würden. Er korrespondiert beispielsweise mit dem Konzept der „Zielvereinbarungen” in den sog.„Neuen Steuerungsmodellen” (new public management). In dem Beitrag wird versucht, die Relevanz der „Parametrischen Steuerung” für die Raumplanung abzuschätzen und durch Vergleich mit ähnlichen Ansätzen in anderen Politikfeldern/Handlungzusammenhängen Hinweise zu bekommen, was den Einsatz der Parametrischen Steuerung verbessern könnte und wo Probleme liegen könnten.

New Public Management

2017 ◽  
Author(s):  
Per Lægreid
Keyword(s):  
Public Administration ◽  
Public Management ◽  
New Public Management ◽  
Evidence Based ◽  
The Past ◽  
New Public ◽  
External Pressures ◽  
Institutional Contexts ◽  
Expanded Concept ◽  
Over Time

New Public Management (NPM) reforms have been around in many countries for over the past 30 years. NPM is an ambiguous, multifaceted, and expanded concept. There is not a single driving force behind it, but rather a mixture of structural and polity features, national historical-institutional contexts, external pressures, and deliberate choices from political and administrative executives. NPM is not the only show in town, and contextual features matter. There is no convergence toward one common NPM model, but significant variations exist between countries, government levels, policy areas, tasks, and over time. Its effects have been found to be ambiguous, inconclusive, and contested. Generally, there is a lack of reliable data on results and implications, and there is some way to go before one can claim evidence-based policymaking in this field. There is more knowledge regarding NPM’s effects on processes and activities than on outcome, and reliable comparative data on variations over time and across countries are missing. NPM has enhanced managerial accountability and accountability to users and customers, but has this success been at the expense of political accountability? New trends in reforms, such as whole-of-government, have been added to NPM, thereby making public administration more complex and hybrid.

scholarly journals Beyond NPM to Post-NPM? A Study of China’s Government Reforms Over the Past 40 Years

2019 ◽  
Vol 49 (7) ◽  
pp. 855-865 ◽  
Author(s):  
Tian Xiaolong ◽  
Tom Christensen
Keyword(s):  
Public Administration ◽  
Public Management ◽  
New Public Management ◽  
Value Orientations ◽  
Cultural Value ◽  
Service Orientation ◽  
The Past ◽  
New Public ◽  
The One ◽  
Government Reforms

This article examines China’s government reforms over the past 40 years from an instrumental–structural and a cultural–value perspective with the aim of exploring the supposed shift from New Public Management (NPM) to post-NPM. It finds that some aspects of the Old Public Administration (OPA) have been combined with NPM and post-NPM features in a layering process, resulting in new hybrid organizational forms and value orientations. In particular, the analysis shows that China’s post-NPM-oriented reforms have focused on positive coordination in the sense of super-ministries and networks on the one hand and value-based governance with a service orientation on the other hand.

The development and use of performance measures in New Zealand tertiary education institutions

2019 ◽  
Vol 25 (2) ◽  
pp. 193-218
Author(s):  
Anil Kumar Narayan
Keyword(s):  
New Zealand ◽  
Performance Measurement ◽  
Performance Measures ◽  
Public Management ◽  
New Public Management ◽  
Tertiary Education ◽  
Unintended Consequences ◽  
Academic Quality ◽  
New Public ◽  
Government Reforms

This article provides a 30-year history of the development, use and impact of performance measures on tertiary education institutions in New Zealand. The study reveals that performance measurement emerged from the new public management initiatives and the multiple logics of government reforms to help address efficiency and accountability concerns of the tertiary education sector. The performance measurement culture became central to shaping and reshaping the character of educational politics, government policies and the management of educational outcomes. Performance measurement also created a web of unintended consequences with its own tensions, cynicism and complications. Enacted by the market logic and complemented by the business logic to maximise profits, performance measures compromised academic quality and caused rivalry with the norms of the academic profession. The study recommends that the distorting effects of performance measurement requires profound rethinking and careful management to ensure that it accomplishes what it is intended to accomplish.

Sign in / Sign up

Export Citation Format

Share Document