1. ^aCentre for Criminal Justice Policy and Research, School of Social Sciences, Birmingham City University, Perry Barr, Birmingham B42 2SU, UK. E-mail: rob.mawby@bcu.ac.uk
2. ^bSchool of Economic and Management Studies, Keele University, Keele, Staffordshire ST5 5BG, UK. E-mail: g.heath@mngt.keele.ac.uk
3. ^cStaffordshire University, Leek Road, Stoke-on-Trent ST4 2DF, UK.

Correspondence: Rob C. Mawby, E-mail: l.walley@staffs.ac.uk

Abstract

Successive governments have attempted to modernize policing in England and Wales along managerialist lines, as part of wider public service reform. These pressures have contributed to a 'permanent revolution' in policing. The current government is committed through its workforce modernization programme to making the most effective use of police officers and to improving career structures for police support staff. However, the use of outsourcing within the reform programme is under-researched. We explore workforce modernization here, drawing on our evaluation of a Home Office project concerning outsourcing in police detention suites. The project proved efficient in its own terms, but raised wider issues. Consequently, we present three models of organizational development that may emerge through workforce modernization: the inertia, market and professional models. Workforce modernization may achieve efficient mixed teams which undertake policing effectively, contributing to the government's community safety objectives. However, it also risks developing a fragmented service that is low in morale and equity.