Police, managerialization and presentational strategies

Purpose - The managerialization of the police may be seen as an effort to restore the legitimacy of the police. This paper aims to show that the managerialist strategy presently occurring within police forces creates new pitfalls and unintended consequences. Design/methodology/approach - The paper concentrates on the managerialization of the police in The Netherlands. It is based on a study of large numbers of police policy documents over the last 20 years, on interviews with key persons and on long term survey data on citizens' views on the police. This analysis focuses on four elements of managerialization: creating the police as a businesslike organization, performance management, quality management, and the view on citizens as customers of the police. Each of these elements is analyzed as a police presentational strategy. Findings - The managerial strategies that police organizations use as endeavors to restore their legitimacy, are described. There are no clear empirical indications that the managerialization of the police restored citizens' trust in the police. On the contrary, it may even undermine the police legitimacy. Research limitations/implications - The analysis focuses on one country, The Netherlands. Because police organizations in many countries were confronted with similar managerial changes, it is expected that many of the findings and conclusions are more generally relevant. Practical implications - The paper presents a critical view on the common managerial assumption that police legitimacy may be restored by promoting police instrumental performances. Originality/value - This paper views managerialization as an endeavor to restore police legitimacy. It concentrates on managerial presentational strategies and image work as forms of legitimacy management of police organizations. © Emerald Group Publishing Limited.