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Policing, New Public Management and Legitimacy

In: The New Public Leadership Challenge

Author

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  • Mike Hough

Abstract

This chapter charts the emergence — and subsequent decline — of New Public Management (NPM) on policing in Britain. I shall argue that it had a negative impact on the quality of policing in Britain, imposing an overly crude conception of ‘policing as crime control’ on government policy.2 Over the period that NPM was most in evidence in government policy crime fell steeply; yet public confidence in the police also showed steep falls over the same period. The chapter will argue that policing policy of the period needed to pay much more attention to more subtle policy goals of building institutional legitimacy in order to foster public consent to the rule of law. It will trace the way in which policing policy is showing clear signs of moving in the right direction, away from NPM solutions and towards a more sophisticated conception of policing. But the chapter will also point to the risk that the pursuit of public confidence in the police could result in a form of policing that actually does little to build consent to the rule of law amongst those who are most at risk of engagement in crime.

Suggested Citation

  • Mike Hough, 2010. "Policing, New Public Management and Legitimacy," Palgrave Macmillan Books, in: Stephen Brookes & Keith Grint (ed.), The New Public Leadership Challenge, chapter 5, pages 70-84, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-27795-3_5
    DOI: 10.1057/9780230277953_5
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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.

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