Doctor of Philosophy / Using the Wood Royal Commission into the New South Wales Police Service in 1994 as its major case study, this thesis hypothesises that, although this inquiry had a far reaching impact on both the personal and working lives of police officers in the organisation itself, it proved ineffectual in its attempt to control corruption. It argues that corruption, and the subsequent inquiries into this corruption, can be seen to have a cyclic nature and the failure of such inquiries has a long and international history. It contends that the nature of the public inquiry itself can be seen to contribute to the continuation of the cycle of corruption. Clearly, putting an end to corruption requires more than the investigation, public exposure and punishment of a few corrupt police, followed by a generalised tightening of the chain of command. Instead, this thesis demonstrates that the problem is primarily an organisational one and it is important to look at management reforms. This thesis contends that the cycle of corruption involves the nature of police work; the catalyst that triggers the inquiry; the inquiry itself and the issue of the report; and the police and community responses. An examination of all these factors is crucial to understanding the cycle’s dynamics. The final report of the Wood Royal Commission was in 1996 and this thesis specifically analyses the cycle of corruption in relation to the response of the police executive to this inquiry. It shows how the police response focused on the tactical crisis response central to operational policing — in this case appeasing official censure and community fears. As little more than a public relations exercise, senior management strategically addressed the specific recommendations of the report rather than creatively considering the implications exposed during the inquiry. The idea that corruption is a symptom of an ineffective system and not simply a slackening of effective control by senior management was never considered. In the aftermath of the Wood Royal Commission there was much discussion about ‘police culture’ being ‘a culture of corruption’. The forgotten casualties of the inquiry has been individual police officers, many of whom see policing as a vocation. This thesis has allowed many voices to be heard and used both qualitative and quantitative methods to analyse a wide range of information and data, which included personal interviews with serving police officers and members of external organisations, as well as printed material from Royal Commission Reports, Hansard and other government documents, internal Police Service documents and media reports.It has used Bourdieu’s theoretical approach which allows an analysis of the complex relationships involved between police officers as individuals who operate within the wider networks of a specific organisation and the way the personal is important as an explanatory tool of what happens within a policing culture and how this culture is perceived differently from within and without. Bourdieu’s theory also facilitates analysis of the interactions of this network with the wider community, putting in context the responses of both the police service and the community. The connection with the personal is important as an explanatory tool of what happens within a policing culture and how this culture is perceived differently from within and without. Bourdieu constructs an understanding of the ‘nature of the game’ of policing and the shaping of the individual within police culture, giving insight into the source of moral dilemmas, personal beliefs and personal behaviour. As the current management system of command and control is at the heart of this response, this thesis has also analysed the assumptions inherent in this management philosophy, considering both necessary operational strengths as well as organisational weaknesses. A central theme of the thesis is that open dialogue will reduce the incidence of corruption and risk within policing institutions. This thesis argues that there must be an integrative approach to reform — accountable, active leadership combined with critically constructed practical approaches that tackle the complexity of the dynamics embedded in the ‘nature of the game’ of policing itself.
| Identifer | oai:union.ndltd.org:ADTP/283428 |
| Date | January 2007 |
| Creators | Karp, Jann Ellen |
| Publisher | University of Sydney., Faculty of Arts |
| Source Sets | Australiasian Digital Theses Program |
| Detected Language | English |
| Rights | The author retains copyright of this thesis., http://www.library.usyd.edu.au/copyright.html |
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