Showing papers in "Policing-an International Journal of Police Strategies & Management in 2003"

The theory of andragogy applied to police training

Abstract: Police‐training is an important tool in the process of facilitating change within police organizations. With the further implementation of community‐oriented policing strategies in US police agencies, training becomes a critical centerpiece. Traditionally, the majority of subjects in the police‐training environment have been taught utilizing behavioral approaches which may not be effective when teaching an evolving police curriculum which has been implemented under the axiom of community‐policing. Trainers have also relied heavily on teacher‐centered approaches when teaching both neophyte and veteran police. Authorities who train police might benefit from a more student‐centered instructional format. This manuscript examines incorporating the theory of andragogy into police‐training and identifies particular characteristics about the learning transaction in the police‐training classroom. Given the theory‐to‐practice gap that haunts police‐training authorities, andragogy holds much promise in closing this gap.

Institutional theory of police: a review of the state of the art

Abstract: One of the important developments in police theory and research is the recognition of the institutional contexts in which departments participate. A body of theory, organized under the rubric of the “theory of institutionalized organizations”, provides a theoretical framework for the conceptualization and empirical assessment of policing contexts and their relationship to police organizational structures and practices. The first part of this paper provides an overview of institutional theory and reviews writings on the application of institutional theory to the police. The second section reviews research conducted on institutional theory across the field of criminal justice. The third part contrasts the competing notions of institutions and utility in institutional theory, and locates police organizations within Giddens’ model of human agency.

Measuring and improving police performance: the lessons of Compstat and its progeny

Abstract: Police performance measurement systems based on traditional indicators, such as arrest rates and response times, prevent police organizations from moving towards a strategy of community problem solving as there is no way to hold police departments externally accountable for addressing community concerns and no way to hold particular officers internally accountable for engaging community problem‐solving activities. In the absence of relevant measurement systems, police executives experience difficulty motivating their managers and line‐level officers to change their approach towards policing. A number of departments have made considerable progress in developing performance measurement systems that both address community concerns and drive their organizations towards a community problem‐solving strategy. This paper argues why police executives would want to measure performance, describes how measurement is important in driving organizational change, discusses what police departments should be measuring, and presents an exploratory qualitative analysis of the mechanisms at work in the New York Police Department’s Compstat and its application in six other police departments.

The commitment and satisfaction of lower-ranked police officers: lessons for management

Abstract: This study reports findings about what factors affect the job commitment and satisfaction of lower‐ranked police officers. Over the past decade, there have been significant attempts to reform organisational processes within police services of a number of Western democracies. These reforms have changed the organisational context within which policing takes place and, consequently, the work practices of police officers have changed and, in turn, their commitment and satisfaction may also have been affected. The study used Metcalfe and Dick’s instrument for measuring police commitment and Johlke and Duhan’s instrument for measuring the employees’ satisfaction with communication processes between supervisors and service employees. The findings first suggest a relatively high level of pride in the police service, with reasonable levels of identification with the police service’s goals and increased involvement with rank (from constable to sergeant). On the other hand, there is increasing dissatisfaction with appraisal/promotional procedures and information communication modes as rank increases (from constables to sergeants) and an inverse relationship between rank and organisational commitment overall.

Senior police leadership: does rank matter?

Abstract: This paper examines the leadership of police officers in the top levels or ranks of an Australian police organization. The sample consisted of 480 senior police who recorded the frequency of leadership behaviors of the person they directly report to via the Multifactor Leadership Questionnaire. Multi‐regression was used to identify predictors of the leadership outcomes of leader effectiveness and extra effort. The study found that each rank of senior officers had unique sets of leadership behaviors that influence the perception of leader effectiveness and motivation to exert extra effort. The Stratified System Theory was used to explore why each rank had unique combinations of predictors. Finally, the paper discusses the multilevel issues of leadership and the importance of considering rank in relation to leadership at the senior levels of police organizations.

The myth(?) of the police sub‐culture

Abstract: This study examines empirically the extent to which there is evidence of an endemic sub‐culture of policing among a sample of sheriffs’ deputies. While failing to observe widespread adherence to the sub‐cultural norms and values suggested in the literature, such adherence is observed among a subset of our sample. Advanced statistical techniques (i.e. cluster analysis and discriminant function analysis) are then used to create, replicate, and validate a numerical taxonomy of policing. The taxonomy reveals three types of law enforcement orientations: “Sub‐Cultural Adherents,” “COP Cops,” who represent a nouveau sub‐culture strongly committed to public service, and “Normals,” who, on average, are quite average and are not especially committed to either sub‐cultural form.

Structural change in large police agencies during the 1990s

Abstract: According to community policing advocates, police agencies should implement a variety of important organizational changes. These changes are supposed to occur in a number of different substantive domains, including the culture, behavior, and structure of police organizations. This paper examines the evidence for change in just one of these domains: formal organizational structure. Based on concepts derived from organization theory, and using data from six different data sets, the paper explores whether the structures of US police organizations changed during the 1990s. Overall, it finds mixed evidence. Some changes have occurred in the direction encouraged by community policing reformers, some changes have occurred in the opposite direction, and some changes have not occurred at all.

The phenomenology of traumatic experiences in police work

Abstract: Investigates situations that were perceived as stressful by Swedish police officers and the kind of support and help they had received in connection with that. A total of 162 respondents took part in the study. Results show that most of the traumatic experiences reported by police officers occurred early on in their careers. The traumatic experiences often remained in their memories in the form of visual, tactile, and olfactory sensations. A variety of stress reactions were described in connection with these experiences. As regards ways of working through the traumatic experiences, more than half reported that it helped them to talk about the event with their colleagues. Only a few had been offered debriefing or professional help in connection with the event. A notable finding is that the majority of the officers did not receive any support at all from their superiors in connection with the event.

Maybe there’s no such thing as a “good cop”: Organizational challenges in selecting quality officers

Abstract: The qualities which make a good police officer are often difficult to identify. Traits such as intelligence, common sense, dependability, and honesty appear more frequently than others in the police literature. This issue is complicated by two matters. First there is the difficulty in measuring job performance and linking job tasks to personality characteristics. Second is the importance of the police organization in influencing officer behavior, sometimes despite personal characteristics. This review of the literature examines the personality traits thought to be characteristic of a good police officer and discusses the difficulties of measuring as well as predicting good police performance.

Shared perceptions: black officers discuss continuing barriers in policing

Abstract: Informed by the experiential‐racism theoretical approach, which maintains that racism must be analyzed as a process that is manifested in multiple relations and situations in everyday life, interviews with 50 male and female black police officers in a southern state are drawn upon to analyze the impact race has on policing. Accounts demonstrate in considerable detail a shared perception of the continuing attitudinal and institutional dimensions of racism that impedes full participation in law enforcement agencies. Training, evaluation, discipline, assignment and promotion are discussed as processes within police agencies felt to be impacted by race. The conclusion is promoted that racism is persistent in agencies to the extent that white officers disproportionately occupy positions of authority with unfettered subjective discretion and to the extent there are few black officers relative to white officers. As an exploratory examination of the shared experiences and perceptions of black officers, findings should be further tested empirically.

Variability in the organizational structure of contemporary campus law enforcement agencies: A national‐level analysis

Abstract: Descriptive analyses of campus police agencies reveal that agencies’ tactical and operational features are similar to those found in municipal agencies. The problem is that none of these studies have examined, using multivariate models, the structural characteristics of these organizations. Using LEMAS data collected in 1995, this study answered two main questions: what are the organizational characteristics of campus police agencies; and what factors, both internal and external, explain variation in the structural dimensions of the agencies. The results indicated that campus police agencies possess the same structural characteristics of municipal police agencies identified by 40 years of police organizational research, and internal agency characteristics were most important in explaining variation in the organizations’ structural dimensions. The degree to which campus agencies have adopted organizational structures that are similar to those of municipal police is discussed and framed within an institutional perspective.

Structural arrangements in large municipal police organizations: Revisiting Wilson's theory of local political culture

Abstract: For the past 35 years, Wilson’s theory of local political culture has influenced many students of policing and has greatly contributed to the erudition of American police practices. Wilson, based on empirical study, found that variation in the structural arrangements of police organizations could be explained by examining the local political culture of the municipalities in which they are located. Police departments in cities with a professional form of government, for example, focused more on law enforcement activities and had a more bureaucratic structure than agencies residing in cities with a traditional form of government which focused more on order maintenance activities and, correspondingly, had a less bureaucratic structure. The purpose of this paper is to test the utility of Wilson’s theory in today’s police organizations. Data collected from a sample of large, municipal police departments were included in the analysis. The findings suggest that the relationship between local political culture and police organizational structure that Wilson identified many years ago has indeed attenuated. The sample of large municipal police agencies, finds no relationship between local political culture, as measured by Wilson, and four dimensions of organizational structure: formalization, vertical differentiation, functional differentiation, and centralization.

Police expectations and the control of English soccer fans at “Euro 2000”

Abstract: This study is concerned with understanding the nature of police stereotypes and expectations and their potential role in shaping the intergroup dynamics of “hooliganism” involving England fans during the football European Championships in Belgium and Holland (Euro 2000). The paper uses a questionnaire survey of Belgian Gendarmerie officers to explore the extent to which England fans were seen as a dangerous social category who's normative behaviours were likely to be interpreted as a manifestation of hooliganism and therefore as posing a relatively uniform threat to “public order”. In so doing the study provides evidence to support a contention that the Gendarmerie at Euro 2000 held a view of England fans that was consistent with the use of relatively indiscriminate coercive force. The implications of the analysis for understanding the nature of public order policing, its role in shaping “public disorder” in football contexts and the need for interactive and historical studies of crowd events are discussed.

Job commitment, job satisfaction and gender as predictors of mentoring in the Nigeria Police

Abstract: This study investigates the effect of mentoring on commitment to job, job satisfaction and gender in the Nigeria Police. The participants, numbering 592, were recruited for the study from three out of six geo‐political zones in Nigeria using a cluster quota random sampling method. They comprised 396 (66.9 per cent) males and 196 (33.1 per cent) females, 179 (30.2 per cent) officers (senior officers) and 413 (69.8 per cent) junior staff. Two hypotheses and two research questions were tested and answered at 0.05 margin of error using Z score and analysis of variance statistics. Results showed that mentored male police are more committed to their job. The mentored female police showed more satisfaction with their job than the mentored male police. Mentoring was also found to predict commitment to job of the police. The implications of these findings are discussed.

Quality‐of‐life policing: Do offenders get the message?

Abstract: In the 1990s, the New York City Police Department expanded its focus on reducing behaviors that detract from the overall quality of life (QOL) in the city. Many have credited this effort for the decline in the city's overall crime rate. They often cite the fixing broken windows argument, which maintains that reducing disorder sets off a chain of events leading to less crime. However, systematic research has not yet documented this chain of events. Looks at one of the first linkages, whether QOL policing sends a message to offenders not to engage in disorderly behaviors in public locales. The project interviewed 539 New York City arrestees in 1999. Almost all of them were aware that police were targeting various disorderly behaviors. Among those that engaged in disorderly behaviors, about half reported that they had stopped or cut back in the past six months. They reported a police presence was the most important factor behind their behavioral changes. These findings support the idea that QOL policing has a deterrent effect.

The powers of the police and the rights of suspects under the amended Criminal Procedure Law of China

Abstract: The Chinese criminal justice system has undergone significant changes in the past 20 years. An important aspect of the changes is the promulgation of a series of laws that are essential to the criminal justice operation. In 1996, the National People’s Congress promulgated the amended Criminal Procedure Law (CPL). The amended law in many aspects has expanded the rights of defendants and suspects. But the preliminary research on the implementation of the amended CPL indicates that due to the lack of a culture of respect for the law on the part of the police and the deficiencies contained in the amended CPL, the protections afforded to suspects are far from being properly implemented by the police. Introduces to readers the legislative progress made in the amended CPL, examines various problems that arise in the implementation of the amended CPL, and offers suggestions as to what needs to be done further to assure better protections of suspects’ rights at the police investigatory stage.

The role of the COPS Office in community policing

Abstract: This paper explores the relationship between community‐policing and grants provided by the Office of Community‐Oriented Policing Services (COPS Office) in the US Justice Department. Community policing data were gathered via a survey of 700 municipal and county law enforcement agencies employing more than 100 full‐time sworn officers/deputies. Grant data were gathered on the same agencies via a Freedom of Information Act request filed with the COPS Office. Census data were used for control purposes. General findings suggest that COPS funding is strongly associated with community‐policing. Specific findings are: first, hiring grants were more associated with community‐policing than grants designed to promote innovative programs and second, agencies with several COPS grants were more likely to report community‐policing programs than agencies with fewer COPS grants.

The impact of police social capital on officer performance of community policing

Abstract: Social capital is used as a theoretical framework to reveal the importance of relationships between officers and their supervisors for performing community policing. It is expected that officers with higher levels of social capital will accomplish more community policing than their peers who have lesser amounts of trust, cooperation, group cohesion, and social support in their work relationships. Using data from the Project on Policing Neighborhoods, two measures of community policing were developed. Results from negative binomial and zero‐inflated negative binomial regression models did not support the premise that police social capital is related to officer performance of community policing. Instead, officer performance varied significantly according to the department in which the officer worked, whether officers were assigned to be community policing specialists, and their levels of tenure. Implications of these findings are discussed in terms of organizational factors that promote or hinder the implementation of community policing.

Strange bedfellows: civil liability and aggressive policing

Abstract: Shaping and monitoring the behavior of street‐level officers has continued to be a difficult task for police managers, and this task may prove to be more difficult as modern departments increasingly rely on proactive law enforcement for the delivery of police services. A popular method to shape police behavior is holding officers, departments and municipalities civilly liable for street‐level behavior. While it may be assumed fear of civil litigation influences the manner in which the police interact with the public, there is little empirical evidence for this claim; in fact, the frequent use of civil liability claims is poised to have an unanticipated side effect on contemporary policing. Officers may engage in fewer proactive law enforcement activities as a way to insulate them from litigation. This study examines whether experience with and attitudes toward civil liability influence the behavior of police officers, with particular attention on officer propensity to make arrests, use force, conduct searches and initiate encounters with suspects. Multivariate results indicate attitudes toward civil liability are weak and inconsistent predictors of behavior.

Community characteristics and policing styles in suburban agencies

Abstract: Recent policing reforms have strongly emphasized the role of community context in determining the form and content of effective policing, along with the traditional influence of organizational structures. Recognizing the increasing suburbanization of US communities, this study examines the empirical support for the underlying contextual and structural premises of these reforms in a sample of midwestern suburban communities. Merging data from a telephone survey of 194 municipal police departments in the five counties of the Chicago metropolitan statistical area with data on communities from other government sources, multiple regression was used to assess the relative importance of community context and organizational structure factors in accounting for differences in departmental policing styles. The findings both support and contradict some basic assumptions of current community‐oriented policing reforms, as well as some of the findings of prior studies. They underline the importance of empirically testing our theoretical assumptions in all types of community settings.

Seeking tools for the war on terror: A critical assessment of emerging technologies in law enforcement

Abstract: As the war on terrorism escalates, police agencies are using technologies that electronically scan individuals, structures, and vehicles to identify things hidden from public scrutiny. These machines create new socio‐technical systems for police and citizens. Public policy gaps evolve when new systems give police sensory capabilities that fall outside existing procedural standards such as probable cause and reasonable suspicion. Mobile digital terminals are now common, but are also abused by police officers who run queries on vehicles without articulate suspicions. New technologies such as passive millimeter imaging that permit “X‐ray”‐like examination of individuals and structures create more potential for abuse. As these new technologies diffuse among police agencies, policies should be guided by questions about whether technologies work as designed, whether they are effective, and whether they accomplish anti‐terrorist and crime control objectives. Traditional rules for wiretapping can offer models for operating policies for the new scanning and imaging technologies.

Shifting paradigms: Policing in Northern Ireland

Abstract: The Good Friday Agreement of 1998 was the explicit base for the politically shared, though tenuous, internal government of Northern Ireland. This ensuing process has highlighted the centrality of the national police, as a country or state attempts to shift towards a contemporary, pluralistic democracy. To clarify, the police force, which was previously an instrument of control, must now become an organization that strives for the consent and support of the public. Using Mawby’s models of policing as an organizational framework, this article focuses attention on the policing paradigms of Northern Ireland over the course of its social history. It puts forth the argument that, despite some strategic changes, it is only upon the heels of the Good Friday Agreement and the consequent governmental change that the police force has begun to shift its operational paradigm away from the colonial model toward an Anglo‐Saxon paradigm.

Bending granite revisited: the command rank structure of American police organizations

Abstract: For 30 years, critics have noted a number of ailments caused by police rank structure. This paper adds to this literature by exploring the command rank structure of American police organizations in four parts. First, police rank structure is defined. Second, the hypothesized problems and benefits of tall rank structures are culled from the prior literature and described. A review of these contentions finds little reason to believe that tall rank structures are either beneficial or detrimental. Third, a systematic review of empirical studies of a range of organizations reveals that the impact of rank structure on three classes of organizational attributes is not wholly clear. This article closes with suggestions for conducting research to better ascertain the impact of hierarchy on police agencies, and how police executives can apply this knowledge.

Police employee organizations

Abstract: Police employee organizations and unions have been identified as obstacles to police management as well as to policy implementation. While much has been made of the behavior of these organizations, little empirical work has addressed the nature of these organizations in terms of their structure, membership, and perspectives on police labor relationships. These organizations have mainly been examined by the use of police chief perspectives, or case studies of large police unions. This article addresses these issues using a national sample of police employee organizations and unions.

Measuring police‐community co‐production

Abstract: A popular practice of community‐policing is police attendance at community meetings. Given the prevalence of this co‐productive activity, research needs to understand the potential variation in police‐community interactions occurring in or reported in community meetings. Developing reliable and valid measurement techniques to characterize interactions occurring at police‐community meetings has strategic planning value for police and community practitioners and scholarly theoretical value. Two observational coding (issue‐specific and global) and sampling (continuous and periodic) strategies are contrasted. Methodological trade‐offs regarding validity, utility, strategic planning value, and theory‐testing value of the different methods are detailed. It is concluded that global measures of police‐community interactions and periodic observations of police‐community meetings can help with understanding variation in police‐community meetings and implementation effectiveness of co‐productive strategies. Yet, to validly understand the cause and effects of police‐community co‐production on building community and public safety, issue‐specific coding strategies and continuous observations of community meetings are necessary.

Measurement and association in the structure of municipal police organizations

Abstract: Aside from a few groundbreaking studies, there has been little empirical exploration into the structure of American police organizations. Traditional organizational inquiries have suggested that structural characteristics can be differentiated between those that represent complexity or differentiation within the organization and those that represent control mechanisms to coordinate and manage the complexity. This research investigates whether these various structural elements are indicative of two latent constructs by developing and testing measurement models representing structural complexity and control. Organizational scholars have also argued that structural complexity increases the demand for structural control. Maguire investigated this issue in the context of police organizations and found little support for the hypothesis. The paper reexamines this relationship by extending and replicating Maguire’s analysis to ascertain if a different specification and sample sustain his conclusion. Utilizing data from the 1997 Law Enforcement Management and Administrative Statistics survey and a survey conducted by Edward Maguire, the paper explores these issues using a sample of 401 large, municipal police organizations in the USA. The results indicate that structural control is unidimensional, while structural complexity is not. This study also provides modest evidence supporting an association between structural complexity and control.

Suing cops and corrections officers: Officer attitudes and experiences about civil liability

Abstract: Adding to the existing research on criminal justice officers’ attitudes towards and experiences with civil liability, this study compared the attitudes and experiences of law enforcement officers and correctional officers. Logistic regression analyses were employed to examine the affects of rank, education, experience and criminal justice occupation on officers’ attitudes towards and experiences with civil liability. Statistically significant differences by occupation, years of service, rank, and education were found. Implications and future research suggestions are discussed.

Community policing is an epicycle

Abstract: Community policing has been described as a successful “new paradigm” and even a developing “normal science” of policing. From a detailed application of Kuhn's definitions of paradigm and normal science, this article infers that community policing is neither; but is rather an epicycle in defense of policing as a paradigm. An eight‐point definitional model of normal science – of which the first four points define paradigm – is developed and used to show that community policing is not a new paradigm; and that neither community policing nor policing itself is a normal science. Claiming to have a paradigm is an attempt to increase the prestige and dominance of policing among social sciences.

A comparison of group‐administered and mail‐administered surveys of Alaskan village public safety officers

Abstract: In order to maximize response rates, a survey of Alaskan village public safety officers was conducted using both group‐administration methods (n=32) and mail‐administration methods (n=29). Included in the survey were questions related to officer job satisfaction and stress. It was expected that officers who completed the group‐administered survey would be more satisfied with their jobs and report less stress. Non‐parametric analysis of variance techniques were used to compare the responses for each of the administration methods. No statistically significant differences between the responses of the two groups of officers were found.

Justice and law enforcement in Afghanistan under the Taliban

Abstract: Presents an overview of the justice and law enforcement systems which prevailed in Afghanistan under the Taliban, incorporating personal views of some Afghan intellectuals and Pakistani intelligence officials who had close contact with Taliban personnel. Summarizes the historical background and notes the historic strong, informal social controls with retributive elements of tribal societies; the failed attempt to introduce a Soviet‐style criminal justice system after the Communist coup of 1978; the ensuing period of general chaos and anarchy, brought to an end by the emergence of the Taliban on Afghanistan’s political and military scene by the mid‐1990s, which established some sort of civil order, ruthlessly enforced according to the Taliban’s own interpretation of Islamic justice. Describes the hierarchies within the country’s administrative system and methods of solving civil and criminal disputes. Concludes that it is too early to predict whether a new viable legal order will emerge in the future, particularly when warlords control significant regions beyond the Karzai‐administered city of Kabul.