Distinguishing organizational from strategy commitment: Linking officers' commitment to community policing to job behaviors and satisfaction

Ford, J. Kevin; Weissbein, Daniel A.; Plamondon, Kevin E.

doi:10.1080/07418820300095491

Cited by 99 publications

(112 citation statements)

References 45 publications

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“…Several of the weak or neutral driving forces, as well as strong restraining forces, appear to be aspects of organisational leadership. Consistent with previous findings on organisational commitment and police change (Yates and Pillai 1996, Ford et al 2003, Morabito 2010, chief executives need to increase the support for ILP, articulate their support in an agency mission statement and enact policies that demonstrate a commitment to the ILP function in an agency. This could be done with clear guidelines and goals for collecting, analysing and producing intelligence reports.…”

supporting

confidence: 60%

“…Ford et al (2003) found commitment to be positively associated with community policing operations, a tenet outlined as a philosophical 'must have' for successful community policing implementation (Trojanowicz and Bucqueroux 1994). Moore and Stephens (1991) refer to chiefs of community policing agencies as 'executives' in that they are aware of strategic management that will allow for the successful integration of necessary philosophies to meet the needs of their environment.…”

Section: Policing and Societymentioning

confidence: 99%

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Intelligence-led policing and forces of organisational change in the USA

Carter

Phillips

2013

Policing and Society

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The intent of this study is to explore organisational factors that, both conceptually and operationally, facilitate or inhibit a police agency from adopting intelligence-led policing (ILP). Research to date is yet to explore organisational factors related to ILP among American law enforcement agencies. Drawing from original survey data of national law enforcement agencies as part of a 2009 US Department of Justice, National Institute of Justice-funded project, the present study incorporates force field analysis to explore factors of ILP adoption in the USA. Findings suggest state and local agencies' familiarity with the intelligence-led concept and utilisation of open source and received information appear to be driving adoption. Conversely, formal policies, lack of sufficient personnel, training and a lack of intelligence-led decision-making appear to be inhibiting change towards the ILP paradigm. It appears agency size has minimal influence on an agency's shift towards ILP. Access to necessary resources and training appear to pose a significant challenge to law enforcement. Limited resources to develop an intelligence-led approach may result in the capability going underdeveloped or taking the form of other policing practices related to available resourcessuch as homeland security preparedness. This research is one of the first empirical explorations of ILP adoption, especially with a national sample of state and local agencies. Further conceptual clarity of the ILP paradigm is provided and organisational factors are discussed.

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supporting

confidence: 60%

Section: Policing and Societymentioning

confidence: 99%

Intelligence-led policing and forces of organisational change in the USA

Carter

Phillips

2013

Policing and Society

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“…En psicología organizacional la respuesta acerca de cómo los trabajadores reaccionan ante el cambio organizacional ha sido estudiada mediante la investigación de la resistencia al cambio o el apoyo al cambio (Caldwell, Herold & Fedor, 2004;Ford, Weissbein & Plamondon, 2003;Hylan, 2008, Abril;Rafferty, Jimmieson & Armenakis, 2013;Shapiro, Lewicki & Devine, 1995;Vakola, 2013), sin considerar la posibilidad de que las personas puedan tener complejas reacciones que involucren fuertemente apoyo y resistencia a la vez.…”

Section: Palabras Clave: Cambio Organizacional Ambivalencia Actitudiunclassified

Ambivalencia Actitudinal Ante el Cambio Organizacional: Un Análisis Desde el Individuo en Contexto Laboral

Rodríguez

Mladinic

2016

Psykhe (Santiago)

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“…(Mowday et al, 1982, p. 27) Mowday et al (1982) stated that commitment brings with its acceptance of organisational values and goals while Kübler-Ross (1969) and Elrod and Tippett (2002) argued that commitment demands the forming of acceptance. More often than not, organisational commitment is as an employee commitment connected to the entire organisation or firm, however, positive association or commitment can be directed at other areas such as subunits, an effective supervisor, or even particular program or event (Ford, Weissbein, & Plamondon, 2003;Herscovitch & Meyer, 2002). In the context of micro and small family firms, the target of employee commitment can be associated with the entrepreneur in the firm, this is because family firm entrepreneurs can have very strong characters (Kets de Vries, 1996;Miller, Steier, & Le Breton-Miller, 2003), be very protective, and offer employees/members a type of paternalistic support and safety (Johannisson & Huse, 2000;Koiranen, 2003).…”

Section: Theoretical Background Organisational Commitment and Non-fammentioning

confidence: 99%

Could Acceptance Predict Commitment in Organisational Change? Impact of Changes Caused by Succession From the Viewpoint of Non-family Employees in Small Family Firms

Savolainen¹

2016

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Family business predecessor announced to staff that with his son, he is going to commence a succession process in the family firm. Two of the key employees rose and announced their intention to leave the company after the predecessor passed leadership of the firm to successor. In a firm with a total number of nine employees, such a situation can prove catastrophic. Why did these employees react that way? What is behind their motivation? Using these two employees as examples, this study discusses the elements which influence the development and continuance of employees' organisational commitment. Inspired by the example, this study gives answers by means of qualitative research methods to the following research questions: Could acceptance predict the development and continuation of organisational commitment during a process of organisational change and how do the concepts of psychological acceptance adaptation and organisational commitment link together in employee cognitive processing during organisational change? The empirical setting of this study includes seven small family firms and the study has carried out an overview of family business succession (FBS) from the viewpoint of non-family employees in Finnish and Irish family firms. Results of the study indicate how employees' commitment forms and changes during a certain change process. A key element for development and the continuance of commitment is acceptance. As an outcome of this paper, a new model will be developed where acceptance, adaptation, and commitment (AAC-model) are combined, in essence, three dimensions (functional, legal-economic, and psychological) of changes in FBS.

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Distinguishing organizational from strategy commitment: Linking officers' commitment to community policing to job behaviors and satisfaction

Cited by 99 publications

References 45 publications

Intelligence-led policing and forces of organisational change in the USA

Intelligence-led policing and forces of organisational change in the USA

Ambivalencia Actitudinal Ante el Cambio Organizacional: Un Análisis Desde el Individuo en Contexto Laboral

Could Acceptance Predict Commitment in Organisational Change? Impact of Changes Caused by Succession From the Viewpoint of Non-family Employees in Small Family Firms

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