Role of Management Post-NPM in the Implementation of New Policies Affecting Police Officers' Practices

• NCJ Number: 211055
• Journal: Policing: An International Journal of Police Strategies and Management Volume: 28 Issue: 2 Dated: 2005 Pages: 221-241
• Author(s): Yvonne Brunetto; Rod Farr-Wharton
• Date Published: 2005
• Length: 21 pages
• Publication Format: Article
• Publication Type: Report (Study/Research)
• Language: English
• Country: United States of America

Annotation

This study examined the impact of resources, accountability, management practices, and organizational culture on the implementation of a policy, specifically domestic violence policy, within an Australian State police department.

Abstract

To successfully implement a policy within an Australian State police department, in this case a domestic violence policy, it is argued that this requires a synergy between the established goals and beliefs, the level of resources and accountability provided to support the implementation process, and a performance-based rather than process-oriented type of management practice. Within public-sector organizations, such as police departments, there is an added factor, new public management (NPM) which is aimed at improving management practices and performance appraisals to increase effectiveness and be more responsive to clients. There is a lack of research examining how management, in combination with NPM affect the implementation of new policies within the police service. This study examined the impact of management and NPM on police responses to the implementation of new policies specific to the issue of domestic violence. This study used an empirical case study to examine factors identified in a review of literature as affecting how police officers respond when attending a domestic dispute. In relation to the implementation of the domestic violence program, the findings identified the important role of management, and the culture developed over time, in addition to NPM factors. The findings also suggest that lower level managers perceive the real objective of senior managers by evaluating the level of resources that accompanies a new policy. More research is recommended to determine the generalizability of the findings in relation to the implementation of other policies within the police service. References