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Equity theory predictions of the effects of participation in justice or Police studies on the promotional expectations of members of the Western Australian Police Force

01 Jan 1995-
TL;DR: In this paper, the authors investigated possible links between the factors of higher education and merit-based promotion and found that student officers placed a higher value on education for basic police work and managerial ranks.
Abstract: Before 1988 police in this State were promoted solely on seniority. No university ..::curses for officers existed locally and education played little part in promotion. Promotion is now on the basis of merit and Edith Cowan University conducts courses in Police and Justice Studies. This study investigates possible links between the factors of higher education and merit based promotion. Predictions of student officers' of the benefits of higher education, organisational commitment and various aspecta of non-promotion were exa:a1.ined by use of a questionnaire. The results showed that student officers placed a higher value on education for basic police work and managerial ranks. They 3lso considered that they should receive preference for promC'tion over officers without degrees. There was no differences in current levels of organisational commitment but student officers appeared more likely to experience greater reductions in work effort and desire to remain with the Force if not promoted. They were also found to place greater value on positions using their qualifications as compensation for lack of promotion. Problems and suggested solutions arising from these findings are discussed. . ;Jnf.J11A,~ jqqS Signature ... ... Date ................. !.~ . .':":-.:::-:(. ............. ; ...... .

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01 Jul 1973
Abstract: Abstract : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)

497 citations

Journal ArticleDOI
TL;DR: In this article, the authors propose to start early in making arrangements and to rely on the accuracy of a clock in any building visited, for it can let you down badly, and they also suggest that planning to deal with them which are the product of much cogitation are much more likely to be effective than those made hurriedly.
Abstract: is: never rely on the accuracy of a clock in any building visited, for it can let you down badly. One other piece of advice is tendered, namely, to start early in making arrangements. True, by doing so one is apt to keep putting off dealing with some matters because there is so very much time available, so that the title \"Operation Procrastination\" becomes merited. On the other hand, an adequate margin of time allows for delays, some unavoidable and some culpable, by others. Moreover, time for reflection enables all foreseeable implications and contingencies to become apparent, and plans to deal with them which are the product of much cogitation are much more likely to be effective than those made hurriedly. And now that the many appreciatory letters to the police have been suitably acknowledged and passed to those who earned them, and the letters of thanks have been despatched to the various persons who helped the police, all that remains is to consign the substantial file that has accumulated to the archives. I wonder who, in perhaps another dozen years or so, will be getting it out to see what sort of a mess those fellows made of things in 1954?

17 citations

References
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Journal ArticleDOI
TL;DR: In this article, the discriminant validity of measures of job satisfaction, job involvement, and organizational commitment was empirically evaluated using data collected from a sample of 577 full-time employees of a 327-bed Veterans Administration Medical Center.
Abstract: Discriminant validity of measures of job satisfaction, job involvement, and organizational commitment was empirically evaluated using data collected from a sample of 577 full-time employees of a 327-bed Veterans Administration Medical Center, The LISREL vi computer program was used to conduct a confirmatory factor analysis of items from measures of these three concepts and to evaluate relations between other job-related variables and the three attitudinal measures. Results of these analyses indicated that the measures of job satisfaction, job involvement, and organizational commitment assess empirically distinct concepts.

715 citations

01 Jul 1973
Abstract: Abstract : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)

497 citations

Book
01 Jan 1980
TL;DR: In this article, the authors describe the victim's decision to report a crime, the decision to arrest, and the charge and sentence of a criminal, as well as the decisions to charge and release a criminal.
Abstract: 1 Overview.- 2 The Victim's Decision to Report a Crime.- 3 The Decision to Arrest.- 4 Pretrial Release Decisions.- 5 The Decision to Charge.- 6 Sentencing Decisions.- 7 Correctional Decisions in the Community.- 8 Correctional Decisions in Institutions.- 9 Parole Decisions.- 10 Toward More Rational Decision Making.- Author Index.

350 citations

Journal ArticleDOI
TL;DR: However, there are some instances in which the status of a job incumbent and the physical symbols associated with that status are not matched as mentioned in this paper, and such instances may be recognized as cases of status inconsistency.
Abstract: There can be little doubt about the existence of certain trappings of success in organizations—physical symbols (cf . Good sell, 1977 ) reflecting the organizational status of job incumbents (Steele, 1973). Indeed, previous research has confirmed that certain indicators of status demarcation (cf. Konar & Sundstrom, 1985) , such as large offices (Langdon, 1966), carpeting (Joiner, 1976) , and proximity to windows (Halloran, 1978), are recognized as rewards symbolizing one's high standing in an organizational status hierarchy. Although these environmental rewards typically are associated with relatively highstatus individuals, thereby reinforcing the social order of organizations (Edelman, 1978), there are some occasions in which the status of th e jo b incumbent and th e physical symbols associated with that status are not matched (Wineman, 1982). Such instances may be recognized as cases of status inconsistency, (cf. Stryke r & Macke, 1978) and, as such, reactions to them may be explained by equity theory (e.g., Adams, 1965; Walster , Walster, & Berscheid, 1978).

295 citations

Journal ArticleDOI
TL;DR: In this paper, a general dynamic model of managerial careers is presented based on interviews with managers in nine major organizations, and some key issues associated with the career plateau are isolated and suggestions for managing the plateau process are offered.
Abstract: Managerial careers are characterized by early rapid upward mobility followed by inevitable leveling-off or plateauing Based on interviews with managers in nine major organizations, a general dynamic model of managerial careers is presented Some key issues associated with the career plateau are isolated and suggestions for managing the plateau process are offered

267 citations