The impact of loose coupling on police effectiveness
| Author | Gavin M Knight |
| Published date | 01 June 2017 |
| Date | 01 June 2017 |
| DOI | http://doi.org/10.1177/0004865815620704 |
| Subject Matter | Articles |
Australian & New Zealand
Journal of Criminology
2017, Vol. 50(2) 269–281
!The Author(s) 2015
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DOI: 10.1177/0004865815620704
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Article
The impact of loose coupling
on police effectiveness
Gavin M Knight
Griffith University, Brisbane, Australia
Abstract
This paper discusses loose coupling within police organisations, and the implications for
police effectiveness. It uses findings from a qualitative study involving semi-structured inter-
views of 121 personnel from New Zealand Police and Queensland Police Service. The study
provided insights into the characteristics of loose coupling in police agencies. The paper
discusses the implications of these characteristics for the effectiveness of police. It suggests
that the perceptions employees hold of the performance management practices that police
use influence the extent of loose coupling. This loose coupling has both positive and negative
effects. It reduces the ability of senior management to control the behaviour of employees.
However, lack of management control does not result in an organisational culture that
tolerates poor performance. The study found that strong peer pressure exists within work-
groups to support the team and show commitment to doing a good job.
Keywords
Loose coupling, performance management, performance measurement, police culture, police
effectiveness, police performance
Introduction
Organisations monitor and shape organisational behaviour (Hoggett, 1996) by measur-
ing and reporting performance indicators to improve rational decision-making (Johnsen,
2005). However, prior research does not provide a clear picture of whether performance
measurement helps or hinders police effectiveness. Theory behind public sector manage-
ment reform in the 1980s and 1990s suggests performance measurement can improve
police performance in delivering service to citizens (O’Flynn, 2007). However, institu-
tional theory suggests that pressure to reflect the values of, and gain legitimacy with,
constituents may influence why and how police use performance measurement (Taylor,
2009; Willis, Mastrofski, & Weisburd, 2007). Loose coupling theory suggests perform-
ance measurement may actually be counter-productive, driving staff disengagement and
even subversion of policy or the performance that is reported (Brunetto & Farr-
Wharton, 2003; Lawton, McKevitt, & Millar, 2000).
Corresponding author:
Gavin M Knight, Griffith University, 176 Messines Ridge Road, Mt Gravatt, Brisbane, Queensland 4122, Australia.
Email: g.knight@griffith.edu.au
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