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Policing 2008 2(3):253-254; doi:10.1093/police/pan048
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© The Authors 2008. Published by Oxford University Press on behalf of CSF Associates: Publius, Inc. All rights reserved. For permissions please e-mail: journals.permissions@oxfordjournals.org

Editorial

Special Edition on Performance Management

P. A. J. Waddington* and Peter Neyroud**

* P. A. J. Waddington, Director of the History and Governance Research Institute, University of Wolverhampton. E-mail: P.A.J.Waddington@wlv.ac.uk
** Peter Neyroud, Chief Executive of the National Policing Improvement Agency

The first 10% of the full text of this article appears below.

This edition of Policing: A Journal of Policy and Practice is devoted to police performance management. Several of the articles herein trace the origins of this style of police management and the influences that have brought it about. Others appraise its effects on matters as diverse as domestic violence, criminal investigation and the closure of police stations. They do so, not only from the perspective of the UK, but also from those of France, the United States and elsewhere; police performance management is widespread and so are the issues that it raises.

In this editorial . . . [Full Text of this Article]


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