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The role of management post‐NPM in the implementation of new policies affecting police officers' practices

Yvonne Brunetto (School of Management, Griffith University, Meadowbrook, Australia)
Rod Farr‐Wharton (University of the Sunshine Coast, Maroochydore, Australia)

Policing: An International Journal

ISSN: 1363-951X

Article publication date: 1 June 2005

4043

Abstract

Purpose

This paper aims to examine the impact of resources, accountability, management practices and organisational culture on the implementation of a policy (in this case, a domestic violence policy/program) within an Australian state police department. The paper argues that successful implementation 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.

Design/methodology/approach

A mixed methods approach was used.

Findings

The findings suggest that successful implementation of policies requires that senior and lower managers must be in congruence in relation to the stated goals and objectives of a new policy. This is because the role of senior managers is to determine the goals and resources that accompany a new policy. On the other hand, if first‐level managers perceive a lack of synergy between a written policy and the supporting implementation variables (funding), then it is likely that, to the extent that they have power, they will use it to maintain the status quo.

Research limitations/implications

A limitation of the study is that the implementation of only one program was examined and it is hoped that future research is able to further generalise these findings.

Practical implications

The implication of these findings for police management is that the past method of increasing accountability to ensure the successful implementation of an under‐resourced policy is unlikely to be successful. This is because of the unwritten cultural messages (about the real agenda of a policy) that flow through the hierarchy when a new policy is not accompanied by adequate resources – especially if the police culture is unsympathetic to the goals of the policy.

Originality/value

This paper adds to the body of knowledge about what factors affect implementation outcomes within a police context.

Keywords

Citation

Brunetto, Y. and Farr‐Wharton, R. (2005), "The role of management post‐NPM in the implementation of new policies affecting police officers' practices", Policing: An International Journal, Vol. 28 No. 2, pp. 221-241. https://doi.org/10.1108/13639510510597870

Publisher

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Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

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