Psychological Aspects of Outsourcing in the 'Justice Sector' in England & Wales

Abstract

This essay considers the psychological aspects of low-status work in contracted-out (or “out-sourced” – I will use the terms interchangeably) roles in the public sector, with particular reference to the “justice sector” (i.e., police, courts, prisons, the probation service). Contracting out as an element of modern public management is now big business. Reporting to Parliament in 2013, the National Audit Office estimated outsourcing arrangements amounted to about half of the £187 billion spent by the public sector annually on goods and services.

The discussion addresses two issues. First, what principles of management psychology can we see playing out in the application of New Public Management (NPM) principles, in particular in the outsourcing of public sector functions to private sector entities? Second, what are the psychological ramifications of the application of NPM principles, and outsourcing, on those working in low-status positions in the public sector?