Police officers’ views on cultivating organizational commitment

Policing - Tập 20 Số 1 - Trang 175-195 - 1997
KarenBeck1, CarleneWilson1
1National Police Research Unit, Adelaide, South Australia

Tóm tắt

Many studies over the past two decades have demonstrated that employees with low levels of organizational commitment (OC) tend to be less effective. Recent research has suggested that the OC levels of police officers in Australia and New Zealand are lower that the OC levels of police in other countries. In addition, more experienced officers (especially sergeants) have lower levels of OC than less experienced officers. Reports the results of a survey of Australian police officers’ views on improving commitment to the police organization. Overall, the officers suggested that OC could be enhanced if they received more support and encouragement from senior officers. Significantly, the supervisors in the sample were more likely to identify problems with the structure and processes of the organization, whereas nonsupervisors tended to identify personal issues. A major implication of these findings is that training and information programs for supervisors need to be revised and reinforced.

Từ khóa


Tài liệu tham khảo

Aldag, R.J. and Brief, A.P. (1977, “Relationships between leader behavior variability indices and subordinate responses”, Personnel Psychology, Vol. 30, pp. 419‐26.

Beck, K. and Wilson, C. (1995, The Development of Organisational Commitment across the Career Span of Police, Report Series No. 122, National Police Research Unit, Adelaide, Australia.

Brewer, N., Wilson, C. and Beck, K. (1994, “Supervisory behavior and team performance among police patrol sergeants”, Journal of Occupational and Organizational Psychology, Vol. 67, pp. 69‐78.

Callan, V.J. (1993, “Individual and organizational strategies for coping with organizational change”, Work and Stress, Vol. 7, pp. 63‐75.

Eisenberger, S., Huntingdon, R., Hutchinson S. and Sowa, D. (1986, “Perceived organizational support”, Journal of Applied Psychology, Vol. 71, pp. 500‐7.

Goldstein, H. (1990, Problem Oriented Policing, McGraw‐Hill, New York, NY.

James, S. and Hendry, B. (1991, “The money or the job: the decision to leave policing”, Australia and New Zealand Journal of Criminology, Vol. 24 No. 3, pp. 169‐89.

Jermier, J.M. and Berkes, L.J. (1979, “Leader behavior in a police command bureaucracy: a closer look at the quasi military model”, Administrative Science Quarterly, Vol. 24, pp. 1‐23

Martelli, T.A., Waters, L.K. and Martelli, J. (1989, “The police stress survey: reliability and relation to job satisfaction and organizational commitment”, Psychological Reports, Vol. 64, pp. 267‐73.

Mathieu, J.E. and Zajac, D.M. (1990, “A review and meta‐analysis of the antecedents, correlates and consequences of organizational commitment”, Psychological Bulletin, Vol. 108, pp. 171‐94.

McConkey, K.M., Huon, G.F. and Frank, M.G. (1996, Practical Ethics in the Police Service: Ethics and Policing, Report Series No. 125.3, National Police Research Unit, Adelaide, Australia.

Mowday, R.T., Porter, L.W. and Steers, R.M. (1982, Employee‐Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover, Academic Press, New York, NY.

New South Wales Police Service (1994, Annual Report 1993‐1994, NSW Police, Sydney.

Nutt, P.C. (1993, “Helping top management avoid failure during planned change”, Human Resource Management, Vol. 31, pp. 319‐44.

Punch, M. (1983, “Officers and men: occupational culture, inter‐rank antagonism and the investigation of corruption”, in Punch, M. (Ed.), Control in the Police Organization, MIT, Cambridge, MA.

Robinson, S.L., Kraatz, M.S. and Rousseau, D.M. (1994, “Changing obligations and the psychological contract: a longitudinal study”, Academy of Management Journal, Vol. 37, pp. 137‐52.

Rusbult, C.E. and Farrell, D. (1983, “A longitudinal test of the investment model: the impact on job satisfaction, job commitment and turnover of variations in rewards, costs, alternatives and investments”, Journal of Applied Psychology, Vol. 68, pp. 429‐38.

Savery, L.K., Soutar, G.N. and Weaver, J.R. (1991, “Organizational commitment and the West Australian Police Force”, The Police Journal, Vol. 64, pp. 168‐77.

Stradling, S.G., Crowe, G. and Tuohy, A.P. (1993, “Changes in self‐concept during occupational socialization of new recruits to the police”, Journal of Community and Applied Social Psychology, Vol. 3, pp. 131‐47.

Van Maanen, J. (1975, “Police socialization: a longitudinal examination of job attitudes in an urban police department”, Administrative Science Quarterly, Vol. 20, pp. 207‐28.

Wilson, C. (1991, The Influence of Police Specialisation on Job Satisfaction. A Comparison of General Duties Officers and Detectives, Report Series No. 109, National Police Research Unit, Adelaide, Australia.

Wilson, C. and Beck, K. (1994, The Impact of the Redesign of the Job of General Duties Patrol on the Motivation, Job Satisfaction and Organisational Commitment of Patrol Officers, Report Series No. 109.1, National Police Research Unit, Adelaide, Australia.