The system of police governance in England and Wales has been subject to a process of centralization for many decades. This development has accelerated in recent years, to the extent that although the de jure organization of policing remains based on local provincial forces, some commentators now feel that there is de facto national police force. In this paper, we outline the main contours of the institutional governance of policing in England and Wales, and discuss the main aspects of centralization that have occurred in recent decades. Although the overall picture of centralization is clear, a number of countervailing tendencies are visible that suggest the possibility of enhanced local influence. The paper concludes with a discussion of the future prospects for police organization an...
The previous articles described police systems and reforms implemented in three countries. In this final article, the authors explore the similarities and differences in the police systems of these three countries, focusing specifically on the organization of the police forces and their governance systems. Section 2 examines what the starting point for police reforms is and how the shifts brought about by successive police reforms can be assessed. In Section 3, they ask if there is a common pattern in the way these four police systems have evolved, or whether it is more appropriate to talk of a hodgepodge of developments. We end their paper in Section 6 by discussing their expectations of the future of police systems in the three countries and by raising the question of whether there is...
The status of the Personnel function is subject to an ongoing debate in which attention has largely shifted from department to individual practitioner level. There remains, however, significant functional power in organisational structures, particularly in more institutionalised contexts. Aimed at the departmental level, the higher education state funding council for England (HEFCE) introduced an initiative to improve Personnel departments in Higher Education. However, survey evidence confirms the continuation of the low power position of the department. An exploration of the empirical data highlights why: the routine rigidity of power in organisational structures, the fragmentation of departmental power, and Personnel role ambiguity.
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