Abstract
The aim of this thesis is to critically analyse existing managerialist approaches to policing in Northern Ireland. It will investigate the effects of current managerial strategies applied by the PSNI from a study based in Belfast policing district. This study presents a critical examination of police administration where a perspective has developed within the PSNI that a growing adverse disconnect exists between senior management and frontline operational police officers (Murphy, 2013a; Marsh, 2022a; Casey, 2023a; Kelly 2023a).This thesis draws on Blooms revised model of taxonomy (Appendix, 7.24) in the cognitive domain (Bloom, 1956a; Krathwohl, 2002a) as a theoretical framework to help address the following research questions:
Can a successful managerial style be identified for police use?
What are the issues and barriers around how an officer rationalises management decisions and absorbs change?
How can we recognise and create added value within police work?
A literature review of managerial theories drawn from academia, private industry, public organisations and police administration has identified gaps in general police management thinking. Underlying concepts have then been explored for unification and application in a police only domain. Empirical data has been generated from a stratified and saturation sampling procedure utilising a confidential survey with 126 frontline officers completing a questionnaire producing data for analysis; to which the researcher has applied three research strategies (1) quantitative analysis of the survey statistical results and (2) qualitative review of the survey textual replies, and (3) this approach has been supported with semi-structured interviews of three senior officers and two group consultations comprising of nine operational constables. When triangulated this mixed methods approach has shown to be an effective way of investigating current PSNI managerial strategies and minimising researcher bias.
The report findings, which support the presence of an adverse disconnect in the managerial hierarchy, have significant implications for the everyday working environment of an operational officer at district level. Police officers often understand the need for change, but become frustrated when the system changes so slowly. The report findings suggest the need to adopt a networked style of management, centred on the theory of spectrum management to enhance the ability of an individual to embrace networked thinking in an effort to strengthen strategic re-connection and promote value creation in police action.
This thesis makes an original contribution to the understanding of police management and concludes with a series of recommendations which will be presented to senior PSNI management for internal review and consideration. The end result of this research contributes towards evidence based police knowledge and practice and provides a police centred critical analysis of managerial techniques.
| Date of Award | 2025 |
|---|---|
| Original language | English |
| Supervisor | Ian Pepper (Supervisor) & Helen Martin (Supervisor) |