scholarly journals Body-Worn Cameras and Internal Accountability at a Police Agency

2019 ◽  
Vol 3 (2) ◽  
Author(s):  
Marthinus Koen ◽  
Brooke Mathna
2006 ◽  
Vol 2006 (1) ◽  
pp. L1-L6
Author(s):  
BRIGITTE STEINHEIDER ◽  
TODD WUESTEWALD ◽  
PETRA SASKIA BAYERL

2019 ◽  
Vol 43 (1) ◽  
pp. 161-192 ◽  
Author(s):  
David Yates ◽  
Florian Gebreiter ◽  
Alan Lowe

AAOHN Journal ◽  
1987 ◽  
Vol 35 (1) ◽  
pp. 32-40 ◽  
Author(s):  
Cynthia L. Frankel ◽  
Aileen L. Fink

Sixty-eight disaster planners in manufacturing companies from the state of Washington provided information pertaining to their disaster planning practices by completing a mailed questionnaire. A checklist-grid format of nineteen emergency care procedures was presented to respondents with four questions asked in relation to each procedure. Less than half of the sample reported that the protocols are utilized in written plans, disaster drills or educational procedures. Thirty-five percent of the respondents indicated that no internal accountability exists for all of the 19 procedures. Ten percent to thirty percent of the sample of respondents reported that no internal or external accountability exists for all of the 19 procedures. Respondents reported that disaster drills and real disaster events rarely occur within the time interval of a year; less than ten percent of the respondents have drills or real events in a year for each of the protocols. Twenty-five percent to forty-five percent of the respondents reported they do not have education and teaching for each of the disaster procedures and protocols. The majority of respondents (54.4%) had no education in disaster planning as well. The data show that large- and medium-sized rather than small-sized companies more frequently utilize disaster preparedness strategies including written plans and disaster drills. Twenty-one (approximately 30%) of the respondents out of a total of 68 stated that their companies engaged in post-drill evaluations and critiques. Nineteen out of 68 respondents modify their written plans following the disaster critique. The protocols for which occupational health nurses mainly play a primary role include employee safety and first aid, employee information/awareness, and lead in emergency shelter and employee care. However, the 68 respondents recognized occupational health nurses as participants at a ten % or less rate. The extent to which implementation of disaster procedures was based on written protocol guidelines and educational training or mandated by internal accountability was difficult to determine from the data due to the dissimilarity of the sample. These data, however, suggest that disaster protocol usage is not a widely established practice for this sample of disaster planners.


2017 ◽  
Vol 12 (8) ◽  
pp. 219
Author(s):  
Mahiswaran Selvanathan ◽  
Noor Ain Zeni ◽  
Pei Jun Tan ◽  
Kantharow Apparavu

This study focuses on service quality in a public sector, Malaysia. This research is aimed at exploring the relationship between empowerment and responsiveness towards work quality, while reviewing customers’ satisfaction towards government services, particularly towards the Royal Malaysian Police agency. This paper describes how the Royal Malaysian Police can use their employee work quality through the effectiveness, efficiency and productivity systems as tools to help them reach the highest level of customer satisfaction. Multivariate multiple regression technique was used to measure the relationship between the empowerment and responsiveness towards work quality of the employee. This study concludes that empowerment factor does significantly affect the work quality of the government employees, but their work quality does not satisfy the customers.


2003 ◽  
Vol 17 (1) ◽  
pp. 69-80 ◽  
Author(s):  
Ngaire Woods

How can governments and peoples better hold to account international economic institutions, such as the WTO, the World Bank, and the IMF? This article proposes an approach based on public accountability, advocating improvements in four areas: constitutional, political, financial, and internal accountability.The argument for more accountability is made with two caveats: more accountability is not always good–it can be distorting and costly; and, enhancing the accountability of international institutions should not justify increasing their jurisdiction for the sake of reducing the role of national governments. Constitutional accountability poses limits on how the institutions expand their activities, requiring the active consent of all members and particularly those most affected by their activities. Political accountability requires that those who make decisions in the organizations are directly answerable to all member governments and not just to the most powerful ones. The institutions' uneven record and structure of financial accountability is addressed through a model of mutual restraint. Finally, the internal accountability should ensure that technical decisions are distinguishable from political decisions. A better matching of the right kinds of accountability to the activities of the organizations would improve both their effectiveness and legitimacy.


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