Police (canteen) sub-culture. An appreciation

Waddington, P. A. J.

doi:10.1093/bjc/39.2.287

Cited by 582 publications

(564 citation statements)

References 26 publications

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“…Similar strong macho culture and gendered structures and processes have been identified in other research on the police service Davies and Thomas, 2008;Dick and Jankowicz, 2001;Doran and Chan, 2003;Leishman, Loveday and Savage, 2000;Martin 1999;Waddington, 1999).…”

Section: Discussionsupporting

confidence: 77%

“…You have to give as good as they get but I don't like confrontation; I like a fair discussion but in some situations that's not the ideal thing." (Met021, female, 37, White British) Researchers argue that police officers exalt violence and uphold a 'cult of masculinity' (Waddington, 1999;Davies and Thomas, 2008) and so the feminine enactment of policing threatens the 'habitus' of police work (Chan 1996). Research in the UK by Westmarland (2001) found that female officers are significantly underrepresented in high profile specialist police departments involving guns, horses and fast cars.…”

Section: Resultsmentioning

confidence: 99%

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Perspectives on gender inclusion at work: case of a British police service.

Linton

2017

Proceedings

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Perspectives on gender inclusion at work: case of a British police service. AbstractPolicing is labelled as a 'gendered' occupation (Davies and Thomas, 2008;Westmarland, 2001) and its gendered organisational practices work to the disadvantage of women (Martin and Jurik, 2006). This paper explores employee perspectives on gender diversity and inclusion in the London Metropolitan Police Service (MPS). The empirical evidence in this research shows that employees perceive the work systems and processes in the MPS as favouring the masculine police archetype. Female officers are generally confined to the boundaries of femininity but at the same time they are expected to behave like a 'model employee', which involves assimilating the masculine police archetype. The experiences of most female respondents depict the gendered division of labour (Davies and Thomas, 2008;Westmarland, 2001) that is linked to the business case, and which underpins the access-andlegitimacy perspective on workforce diversity (Dass and Parker, 1999;Ely and Thomas, 2001). Implications for practice and future research are considered.

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Section: Discussionsupporting

confidence: 77%

Section: Resultsmentioning

confidence: 99%

Perspectives on gender inclusion at work: case of a British police service.

Linton

2017

Proceedings

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“…The article thus draws on existing work associated with police occupational cultures (e.g. Fielding 1994;Herbert 1998;Waddington 1999;Reiner 2000), applying it to inform understanding of how everyday forms of discretion and decision making specific to the use of contractual injunctions take place. On the one hand, police occupational culture is commonly described as based on the direct and indirect use of authority as a mechanism for inducing conformity in deviant persons-features that seem to fit comfortably with the idea of contractual injunctions by subjecting deviant behaviour to a codified set of prohibitions endowed with legal bite.…”

Section: Introductionmentioning

confidence: 99%

Self-Governance or Professionalized Paternalism?: The Police, Contractual Injunctions and the Differential Management of Deviant Populations

McCarthy¹

2010

British Journal of Criminology

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“…Another is the danger and unpredictability of the job which generates a significant division between the police and the public that manifest itself in a collective social isolation from the rest of the population, aligned to a powerful group allegiance (Reiner, 1992). At the same time, the danger of transgressing legal boundaries in their law enforcement activities propel the police to protect themselves ('cover their collective asses') by stressing 'real' policing -that is aggressive law enforcement of serious crime (Loftus, 2009;Waddington, 1999). As Kiely and Peek (2002: 168) noted in their review of British police culture 'Junior officers valued the excitement of "real police work" which they defined as the visible aspects of police work such as arrest and chase.…”

Section: Durkheim's the Elementary Forms Of The Religious Lifementioning

confidence: 99%

Cultural change and lodestones in the British police

Grint

Holt

Neyroud

2017

IJES

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Purpose The purpose of this paper is to consider a challenge to an occupational jurisdiction in the British police. Historically, street cops have defended the importance of operational credibility as a way of sustaining the value of experience, and inhibiting attempts to introduce external leaders. This has generated a particular form of policing and leadership that is deemed by the British Government as inadequate to face the problems of the next decade. Design/methodology/approach The project used the High Potential Development Scheme of the British police to assess the value of operational credibility and the possibilities of radical cultural change. Data are drawn from participants on the program, from those who failed to get onto the program, and from officers who have risen through the ranks without access to a fast-track scheme. Findings Most organizational changes fail in their own terms, often because of cultural resistance. However, if we change our metaphors of culture from natural to human constructions it may be possible to focus on the key point of the culture: the lodestone that glues it together. Operational credibility may be such a cultural lodestone and undermining it offers the opportunity for rapid and radical change. Research limitations/implications The scheme itself has had limited numbers and the research was limited to a small proportion of the different categories outlined above. Practical implications If we change our metaphors for culture and cultural change – from natural to constructed metaphors – (icebergs and webs to buildings), it may be possible to consider a much more radical approach to organizational change. Originality/value Most assessments of cultural change focus on those charged with enacting the change and explain failure through recourse to natural metaphors of change. This paper challenges the convention that cultural change can only ever be achieved, if at all, through years of effort.

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Police (canteen) sub-culture. An appreciation

Cited by 582 publications

References 26 publications

Perspectives on gender inclusion at work: case of a British police service.

Perspectives on gender inclusion at work: case of a British police service.

Self-Governance or Professionalized Paternalism?: The Police, Contractual Injunctions and the Differential Management of Deviant Populations

Cultural change and lodestones in the British police

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