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dc.contributor.authorBrunetto, Yvonne
dc.contributor.authorFarr-Wharton, Rod
dc.contributor.editorLawrence F. Travis III
dc.date.accessioned2017-05-03T12:42:02Z
dc.date.available2017-05-03T12:42:02Z
dc.date.issued2005
dc.date.modified2009-11-04T06:22:14Z
dc.identifier.issn1363951X
dc.identifier.doi10.1108/13639510510597870
dc.identifier.urihttp://hdl.handle.net/10072/4547
dc.description.abstractPurpose - 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.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.languageEnglish
dc.language.isoen_AU
dc.publisherEmerald Group Publishing Ltd
dc.publisher.placeBradford, UK
dc.publisher.urihttp://www.emeraldinsight.com/1363-951X.htm
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom221
dc.relation.ispartofpageto241
dc.relation.ispartofissue2
dc.relation.ispartofjournalPolicing: An international journal of Police Strategies & Management
dc.relation.ispartofvolume28
dc.rights.retentionY
dc.subject.fieldofresearchCriminology
dc.subject.fieldofresearchcode1602
dc.titleThe role of management post-NPM in the implementation of new policies affecting police officers' practices
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.facultyGriffith Business School, Dept of Employment Relations and Human Resources
gro.date.issued2005
gro.hasfulltextNo Full Text
gro.griffith.authorBrunetto, Yvonne


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