Description:
<jats:p> Over the past decade, social policy in Ireland has taken an increasingly ‘workfarist turn’. This has proceeded through benefit cuts, tighter eligibility criteria for payments, and claimant activation via penalty rates for breaching new conduct conditions. However, key to understanding the post-crisis reconfiguration of welfare is not just the increasingly workfarist content of social policy but also how the delivery of public employment services has been reorganised through processes of marketisation and tightening performance management of delivery organisations and the staff who work within them. Positioning these governance reforms as processes of ‘double activation’, and drawing on survey and interview research with frontline staff working for agencies contracted by government to deliver activation, this study explores how frontline staff experience performance management as a disciplinary regime: the degree to which frontline workers are subject to management control and performance management in their jobs, what forms this takes, and how it shapes their field of action and choice. In so doing, the study draws attention to the ways in which the governance of caseworkers and the governance of claimants are inter-related, and the degree to which performance management regimes influence frontline practices to motivate the enforcement of workfarist policy practices. </jats:p>