Organizational Social Capital and Performance of Drug Law Enforcement Departments

Kula, Sedat; Sahin, Ismail

doi:10.1007/s10610-015-9272-z

Cited by 3 publications

(7 citation statements)

References 46 publications

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“…In order to test the applicability of the contextual differences, the present study conducted EFA using the principal axis factoring method with varimax rotation. The EFA result revealed that the twelve items are categorized into one factor, which is consistent with previous studies (Sahin, 2010;Kula and Sahin, 2016;Emhan et al, 2016).…”

Section: Organizational Performancesupporting

confidence: 90%

“…A year later, this measurement scale was revised by Park et al (2001). In the performance literature, some other scholars (for example, Sahin, 2010;Kula and Sahin, 2016;Emhan et al, 2016) were used in their studies to measure organizational performance. In order to test the applicability of the contextual differences, the present study conducted EFA using the principal axis factoring method with varimax rotation.…”

Section: Organizational Performancementioning

confidence: 99%

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The nexus between HRM, employee engagement and organizational performance of federal public service organizations in Ethiopia

Tensay

Singh

2020

Heliyon

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The study of HRM and Performance of public service is an extremely relevant theme. Although studies on the HRM-performance link have been well documented, the results were inconclusive. Besides, previous studies have paid little attention to the public service from developing country's context. Drawing on the AMO Model and SET, the present study examined the effect of HRM System on Employee Engagement and Organizational Performance. Likewise, this study tested the intervening effect of Employee Engagement in the HRM-performance link. Using a sample of federal employees (n ¼ 340) in government organizations, we tested the hypothesized three-factor model using SEM. The finding of the study shows that there is a positive and significant relationship between HRM, Employee Engagement and Organization Performance. Besides, employee engagement partially mediated the link between HRM and Performance. Concerning the effect of the individual HR practices, the present study revealed a positive and differing effect of HR practices on both engagement and performance although the magnitude effect is smaller than, the combined effect of the HR practices together. Moreover, Autonomy was identified as an important driver of both engagement and performance. This result contributes to the HRMperformance debate. As a final point, the present study incorporates conclusions, implication and future research direction.

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Section: Organizational Performancesupporting

confidence: 90%

Section: Organizational Performancementioning

confidence: 99%

The nexus between HRM, employee engagement and organizational performance of federal public service organizations in Ethiopia

Tensay

Singh

2020

Heliyon

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“…The density of rules and procedures that surround the operation of policing, and the evidence surrounding the socialisation of police officers into the informal norms that govern police officer identity, all point to an organisation that exhibits clear elements of social capital. Kula and Sahin (2016) argue that social capital among police officers improves their effectiveness, echoing more general findings regarding the benefits of social capital for organisations.…”

Section: Social Capital and The Policementioning

confidence: 80%

“…Examining police engagement with multi-agency working through the lens of social capital should provide a more nuanced account of the barriers and benefits that accrue to the police from these arrangements. Previous studies examined social capital within police organisations (Kula and Sahin, 2016;Langbein and Jorstad, 2004), thereby limiting understanding of the wider multi-agency setting; others have explored multi-agency working with the police but focusing on single elements of social capital such as trust (Brewer, 2013), or have a focus on social capital within communities (Crawford, 2006;Pino, 2001). Furthermore, studies of co-location involving the police also tend to be limited to perceptions of those working 'inside' (Brewer, 2013).…”

Section: Social Capital and The Policementioning

confidence: 99%

“…Theories of social capital offer one means of making sense of the complexity of relationships within and beyond co-location models of multi-agency working doing so, where they draw attention to those ‘features of social life – networks, norms and trust – that enable participants to act together more effectively to pursue shared objectives’ (Putnam, 1995: 664). In simple terms, we might conceive of any form of multi-agency working representing a network where social capital exists, providing opportunities for realisation of the benefits that are assumed to flow from this, such as: sharing knowledge, improved information flows and increasing trust between staff leading to enhanced efficiency and effectiveness (Brewer, 2013; Kula and Sahin, 2016; Pino, 2001).…”

Section: Framework For Analysing Social Capitalmentioning

confidence: 99%

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Social capital and co-location: A case study of policing anti-social behaviour

O’Malley

Grace

2021

International Journal of Police Science & Management

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Existing evidence suggests that co-location may be emerging as a preferred model of multi-agency working between the police and a range of partner agencies, yet there is limited evidence available regarding the benefits and challenges of this specific type of initiative. This article draws on an evaluation case study of co-location between the police and a local authority established to improve responses to victims of anti-social behaviour. Co-located officers reported a range of benefits arising from the new arrangements, and there was evidence of deep learning within and across teams. However, by including the experiences of those working outside the co-location more significant challenges became apparent, relating to ongoing relationships between officers and the wider force that we are unaware of from previous research. It is suggested that senior management should pay attention to managing changing relationships that occur in co-location to preserve existing social capital whilst exploiting opportunities arising from newly formed connections.

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The Relationship between Social Capital and Ethics: An Application at Health Sector

Demirtaş¹,

Emhan²

2015

JPMR

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In this study, we examined a relationship between social capital and ethics. For this aim, a questionnaire form, which consists of 35-item, was used out of some demographic variables. The survey was gathered from 339 hospital employees' who are working at governmental and private hospitals. The results indicated that there was a significant positive relationship between social capital and ethics. In addition we found that nurses reported more scores on ethics, and employees working at private sector reported more ethical scores than government employees. Further, several significant differences have been identified according to some demographic variables.

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Organizational Social Capital and Performance of Drug Law Enforcement Departments

Cited by 3 publications

References 46 publications

The nexus between HRM, employee engagement and organizational performance of federal public service organizations in Ethiopia

The nexus between HRM, employee engagement and organizational performance of federal public service organizations in Ethiopia

Social capital and co-location: A case study of policing anti-social behaviour

The Relationship between Social Capital and Ethics: An Application at Health Sector

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