Why do ‘the law’ comply? Procedural justice, group identification and officer motivation in police organizations

Abstract

How can police officers be encouraged to commit to changing organizational and personal practice? In this paper we test organizational justice theories that suggest that fair processes and procedures enhance rule compliance and commitment to the organization and its goals. We pay particular attention to (a) tensions between the role of group identity in organizational justice models and classic concerns about 'cop culture'; and (b) the danger of over-identification with the organization and the counterproductive types of compliance this may engender. Results suggest that organizational justice enhances identification with the police organization, encourages officers to take on new roles, increases positive views of community policing, and is associated with greater self-reported compliance. Identification with the organization has generally positive implications; however, there is some danger that process fairness may encourage unthinking compliance with orders and instructions.

Compliance and Legal Authority

“…The same studies would also capture the officers' sense of power and authority, the moral values expressed in their actions, and the lawfulness of what they do and how they behave (cf Tyler et al, 2007;Bottoms and Tankebe, 2013;Jonathan-Zamir and Harpaz, 2014). Work is especially needed on the measurement of power-holders' beliefs about their own legitimacy and empirical insight into how and why these beliefs shape their subsequent behavior (see Bradford et al, 2014b, for a discussion of what might shape police officers attitudes toward different policing styles).…”

Sexual harassment experienced by police staff serving in England, Wales and Scotland: A descriptive exploration of incidence, antecedents and harm

“…The Police Federation's commissioned surveys find staff noting increased workloads and greater stress burdens. Given that police research demonstrates relationships between organisational commitment, and the belief that one's organisation is a fair environment in which to work (Qureshi et al, 2017, Bradford et al, 2014, this is particularly relevant under conditions of stress.…”

A Hierarchical Analysis of Correctional Officers’ Procedural Justice Judgments of Correctional Institutions: Examining the Influence of Transformational Leadership

“…Currently, there is a large body of research examining procedural justice in other organizational contexts (Bradford, Quinton, Myhill, & Porter, 2013;Daileyl & Kirk, 1992;Folger & Konovsky, 1989;Konovsky, 2000;Lambert et al, 2007;Tyler et al, 2007; also see for meta-analyses Cohen-Charash & Spector, 2001;Colquitt et al, 2001). As such, several theoretical antecedents of procedural justice have been proposed.…”