Kayas, O, McLean, R, Hines, T and Wight, G (2018) Resisting government rendered surveillance in a local authority. Public Management Review. ISSN 1471-9037

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Abstract

The paper illustrates and discusses how the performance management systems in a UK local authority are transformed into a surveillance system. A case study analysis reveals that the surveillance is engendered by central government and enacted by senior managers who conform to policies demanding the introduction of strict performance management systems that dehumanize work processes because employees are deemed untrustworthy. The paper shows that employees resist this government rendered surveillance because they believe it undermines their interests as well as the interests of the public by damaging the quality of the services delivered.

Item Type:	Article
Additional Information:	This is an Accepted Manuscript of an article published by Taylor & Francis in Public Management Review on 9 Nov 2018, available online: http://www.tandfonline.com/10.1080/14719037.2018.1544661
Uncontrolled Keywords:	1503 Business And Management, 1605 Policy And Administration, 1501 Accounting, Auditing And Accountability
Subjects:	H Social Sciences > HF Commerce > HF5001 Business H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management J Political Science > JS Local government Municipal government
Divisions:	Screen School
Publisher:	Taylor & Francis (Routledge)
Date Deposited:	29 Oct 2018 11:47
Last Modified:	23 Aug 2022 08:45
DOI or ID number:	10.1080/14719037.2018.1544661
URI:	https://researchonline.ljmu.ac.uk/id/eprint/9567

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