The influence of new public management on the police first-line manager: exploring the challenges faced by practitioner managers

Abstract

Since the introduction of New Public Management (NPM), police sergeants have experienced significant role expansion, increasingly required to deliver organizational strategies, implement managerial policies, and facilitate organizational change. A study of police sergeants identified a conflict between management and operational responsibilities. Participants described policing as a mechanistic organization heavily weighted towards middle and upper management, impeding their autonomy. Yet, aired strong support for the retention of hierarchy. Participants expressed frustration at being excluded from critical decisions, negatively affecting their ability to facilitate change. This provides important insight into the impact of NPM on policing.

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