Effective Engagement and Communication between First-Line Police Supervisors and Police Officers

2016 ◽  
pp. 479-493 ◽  
Author(s):  
Brian Ellis ◽  
Anthony H. Normore
Keyword(s):  
Employee Engagement ◽  
Police Officers ◽  
Future Research ◽  
Ethical Responsibility ◽  
Police Leadership ◽  
First Line ◽  
Police Supervisors ◽  
The Impact ◽  
The Relationship ◽  
Behavioral Constructs

Leadership is the act of influencing others whereby power comes from things such as referent and reward bases and “have an ethical responsibility to attend to the needs and concerns of followers” (Northouse, 2010, p. 4). In this chapter, the authors highlight the extant literature on organizational leadership and its role in effective communication and engagement processes. The authors focus on first-line supervisors and the impact of communication and engagement on people under their supervision. Employee trait, state, and behavioral constructs coupled with the culture of emotional connection between police officers and the police organization are explored. Further, the authors examine the principles of empowerment including meaningfulness, competence, choice, and impact and its applicability to police leadership. The outcome of the relationship between effective leadership and employee engagement is directly linked to innovation, participation, teamwork, accountability, and the ability to face challenges. Conclusions and recommendations for future research are discussed.

Effective Engagement and Communication Between First-Line Police Supervisors and Police Officers

2019 ◽  
pp. 183-198
Author(s):  
Brian Ellis ◽  
Anthony H. Normore
Keyword(s):  
Employee Engagement ◽  
Police Officers ◽  
Future Research ◽  
Ethical Responsibility ◽  
Police Leadership ◽  
First Line ◽  
Police Supervisors ◽  
The Impact ◽  
The Relationship ◽  
Behavioral Constructs

Leadership is the act of influencing others whereby power comes from things such as referent and reward bases and “have an ethical responsibility to attend to the needs and concerns of followers” (Northouse, 2010, p. 4). In this chapter, the authors highlight the extant literature on organizational leadership and its role in effective communication and engagement processes. The authors focus on first-line supervisors and the impact of communication and engagement on people under their supervision. Employee trait, state, and behavioral constructs coupled with the culture of emotional connection between police officers and the police organization are explored. Further, the authors examine the principles of empowerment including meaningfulness, competence, choice, and impact and its applicability to police leadership. The outcome of the relationship between effective leadership and employee engagement is directly linked to innovation, participation, teamwork, accountability, and the ability to face challenges. Conclusions and recommendations for future research are discussed.

First-Line Police Supervisory Leadership

2019 ◽  
pp. 237-254
Author(s):  
Brian Ellis ◽  
Anthony H. Normore
Keyword(s):  
Employee Engagement ◽  
Police Officers ◽  
Pivotal Role ◽  
Future Research ◽  
Police Leadership ◽  
First Line ◽  
Extant Literature ◽  
The Impact ◽  
The Relationship ◽  
Behavioral Constructs

In this chapter, the authors highlight the extant literature on organizational leadership and its pivotal role in effective communication and engagement processes. The authors focus on first-line supervisors and the impact of communication and engagement on officers under their supervision. Employee trait, state, and behavioral constructs coupled with the culture of emotional connection between police officers and the police organization are explored. Further, in this chapter, the authors examine the principles of effective empowerment including meaningfulness, competence, mastery, choice, and impact and its applicability to effective police leadership. The outcome of the relationship between effective leadership and employee engagement is directly linked to innovation, participation, teamwork, accountability, and the ability to face challenges. Conclusions and recommendations for future research are discussed.

scholarly journals Motivational Factors and Job Performance: The Mediating Roles of Employee Engagement

2021 ◽  
Vol 11 (3) ◽  
pp. 67
Author(s):  
Hussain Almawali ◽  
Nor Intan Adha Hafit ◽  
Narehan Hassan
Keyword(s):  
Public Sector ◽  
Job Performance ◽  
Employee Engagement ◽  
Motivational Factors ◽  
Future Research ◽  
Ministry Of Education ◽  
Government Sector ◽  
The Government ◽  
The Impact ◽  
The Relationship

This research examines the relationship between motivational factors, job performance, employee engagement and the impact of motivational factors on job performance function of employee engagement as a mediator in the government sector in the Sultanate of Oman. A quantitative study methodology was used, and six hypotheses were evaluated using 111 representative government employees from the Ministry of Education. This study is a pilot test. This study uses quota sampling, and Statistical Package for the Social Sciences (SPSS) and path analysis techniques were used for the analysis. The study's findings indicate that these factors have a favorable association, that motivational factors have significant positive relationships with employee engagement and job performance, and that employee engagement acts as a partial mediator in the relationship between motivational factors and job performance. This study is critical for leaders and regulators interested in enhancing job performance in Oman's public sector. This is one of the few studies on the mediating function of employee engagement in the link between motivational variables and job performance. This is the first research of its kind in Oman for the public sector. Other motivational variables could be examined and evaluated in the private sector in Future research.

Cross-Cultural Collaboration for Community-Oriented Policing and Restorative Justice

2019 ◽  
pp. 454-472
Author(s):  
Anthony H. Normore ◽  
Brian Ellis ◽  
Kerry Clamp ◽  
Craig Paterson
Keyword(s):  
Restorative Justice ◽  
Police Officers ◽  
Cross Cultural ◽  
Future Research ◽  
Police Leadership ◽  
Research Directions ◽  
Police Organizations ◽  
Community Oriented Policing ◽  
Future Research Directions ◽  
The Impact

This chapter proposes ways to actively shape future cross-cultural police leadership and collaboration within and across police cultures. The ideas presented are intended to create dialogue across modern police organizations and those who lead them. All four authors are connected with police work either as police officers, police researchers, or criminology instructors. We highlight the impact of restorative justice in policing, community-oriented policing, and collaboration of the law enforcement community within US and UK. Examples of these efforts are embedded throughout the chapter to corroborate our argument for more collaboration within and across cultures if contemporary policing is to be successful. Future research directions are presented.

Cross-Cultural Collaboration for Community-Oriented Policing and Restorative Justice

2015 ◽  
pp. 255-272
Author(s):  
Anthony H. Normore ◽  
Brian Ellis ◽  
Kerry Clamp ◽  
Craig Paterson
Keyword(s):  
Restorative Justice ◽  
Police Officers ◽  
Cross Cultural ◽  
Future Research ◽  
Police Leadership ◽  
Research Directions ◽  
Police Organizations ◽  
Community Oriented Policing ◽  
Future Research Directions ◽  
The Impact

This chapter proposes ways to actively shape future cross-cultural police leadership and collaboration within and across police cultures. The ideas presented are intended to create dialogue across modern police organizations and those who lead them. All four authors are connected with police work either as police officers, police researchers, or criminology instructors. We highlight the impact of restorative justice in policing, community-oriented policing, and collaboration of the law enforcement community within US and UK. Examples of these efforts are embedded throughout the chapter to corroborate our argument for more collaboration within and across cultures if contemporary policing is to be successful. Future research directions are presented.

scholarly journals Meaningful Work, Job Resources, and Employee Engagement

2021 ◽  
Vol 13 (7) ◽  
pp. 4045
Author(s):  
Simon L. Albrecht ◽  
Camille R. Green ◽  
Andrew Marty
Keyword(s):  
Employee Engagement ◽  
Structural Equation ◽  
Meaningful Work ◽  
Organizational Outcomes ◽  
Job Resources ◽  
Psychological State ◽  
Future Research ◽  
Theoretical Frameworks ◽  
Positive Direct ◽  
The Relationship

Meaningful work and employee engagement have been the subject of increasing interest in organizational research and practice over recent years. Both constructs have been shown to influence important organizational outcomes, such as job satisfaction, wellbeing, and performance. Only a limited amount of empirical research has focused on understanding the relationship within existing theoretical frameworks. For this study, meaningful work is proposed as a critical psychological state within the job demands-resources (JD-R) model that can therefore, in part, explain the relationship between job resources and employee engagement. Survey data collected from 1415 employees working in a range of organizations, across a number of industries, were analyzed with confirmatory factor analysis (CFA) and structural equation modelling (SEM). In support of expectations, job variety, development opportunities, and autonomy, each had a significant and positive direct association with meaningful work. These job resources also had a significant and positive indirect effect on employee engagement via meaningful work. Although job variety, development opportunities, autonomy, and feedback had significant positive direct associations with engagement, contrary to expectations, supervisor support had a negative association with engagement. The final model explained a sizable proportion of variance in both meaningful work (49%) and employee engagement (65%). Relative weights analyses showed that job variety was the strongest job resource predictor of meaningful work, and that meaningful work was more strongly associated with employee engagement than the job resources. Overall, the results show that meaningful work plays an important role in enhancing employee engagement and that providing employees with skill and task variety is important to achieving that goal. Practical implications, study limitations, and future research opportunities are discussed.

scholarly journals Evaluating the Relationship Between Initial Injury, Referral to A Pain Clinic, and Medical Retirement from the Army: A Retrospective Analysis

2021 ◽  
Vol 186 (Supplement_1) ◽  
pp. 502-505
Author(s):  
Justin J Stewart ◽  
Diane Flynn ◽  
Alana D Steffen ◽  
Dale Langford ◽  
Honor McQuinn ◽  
...  
Keyword(s):  
Chronic Pain ◽  
Retrospective Analysis ◽  
Extended Period ◽  
Pain Clinic ◽  
Outcome Variable ◽  
Future Research ◽  
Curvilinear Relationship ◽  
The Impact ◽  
Pain Care ◽  
The Relationship

ABSTRACT Introduction Soldiers are expected to deploy worldwide and must be medically ready in order to accomplish their mission. Soldiers unable to deploy for an extended period of time because of chronic pain or other conditions undergo an evaluation for medical retirement. A retrospective analysis of existing longitudinal data from an Interdisciplinary Pain Management Center (IPMC) was used to evaluate the temporal relationship between the time of initial duty restriction and referral for comprehensive pain care to being evaluated for medical retirement. Methods Patients were adults (>18 years old) and were cared for in an IPMC at least once between May 1, 2014 and February 28, 2018. A total of 1,764 patients were included in the final analysis. Logistic regression was used to evaluate the impact of duration between date of first duty restriction documentation and IPMC referral to the outcome variable of establishment of a permanent 3 (P3) profile. Results The duration between date of first duty restriction and IPMC referral showed a curvilinear relationship to probability of a P3 profile. According to our model, a longer duration before referral is associated with an increased probability of a subsequent P3 profile with the highest probability peaking at 19 months. The probability of P3 declines gradually for those who were referred later. Discussion This is the first time the relationship between time of initial duty restriction, referral to an IPMC, and subsequent P3 or higher profile has been tested. Future research is needed to examine medical conditions listed on the profile to see how they might contribute to the cause of referral to the IPMC. Conclusion A longer duration between initial duty restriction and referral to IPMC was associated with higher odds of subsequent P3 status for up to 19 months. Referral to an IPMC for comprehensive pain care early in the course of chronic pain conditions may reduce the likelihood of P3 profile and eventual medical retirement of soldiers.

Linking Organizational Justice to Organizational Commitment Among Nigerian Police Officers

2021 ◽  
pp. 009385482110361
Author(s):  
Ivan Y. Sun ◽  
Yuning Wu ◽  
Smart E. Otu ◽  
Gilbert C. Aro ◽  
Ikechukwu Charles Akor ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
Police Officers ◽  
Structural Equation ◽  
Equation Modeling ◽  
Future Research ◽  
African Countries ◽  
Mediating Mechanisms ◽  
The Relationship

Organizational commitment is an imperative aspect of occupational attitudes as it signals employees’ willingness to stay with their organization and effectively achieve collective goals. Although recent studies have assessed factors influencing police officers’ organizational commitment, very little is known about the antecedents of police commitment in African countries. Based on a survey of Nigerian police officers, the study assesses the linkage between organizational justice and organizational commitment directly and indirectly through organizational trust and job satisfaction. Structural equation modeling (SEM) indicates that the relationship between organizational justice and organizational commitment is principally indirect through the mediating mechanisms of supervisory trustworthiness and job satisfaction. Officers who express greater organizational justice report higher trust in their management and supervisors and, subsequently, stronger job satisfaction, leading to higher organizational commitment. Implications for future research and policy are discussed.

scholarly journals Assessing the efficacy of investigative interviewing training courses: A systematic review

2021 ◽  
Vol 23 (1) ◽  
pp. 73-84
Author(s):  
Davut Akca ◽  
Cassandre Dion Larivière ◽  
Joseph Eastwood
Keyword(s):  
Police Officers ◽  
Training Effectiveness ◽  
Performance Criteria ◽  
Laboratory Research ◽  
Future Research ◽  
Systematic Research ◽  
Interviewing Skills ◽  
Training Courses ◽  
Interrogation Training ◽  
The Impact

Substantial resources have been dedicated to designing and implementing training courses that focus on enhancing the interviewing skills of police officers. Laboratory research studies and real-world assessments of the effectiveness of interview training courses, however, have found notably mixed results. In this article, empirical studies ( N = 30) that have assessed the effectiveness of police interview and interrogation training courses were systematically reviewed. We found a wide variation in terms of the type, length, and content of the training courses, the performance criteria used to assess the training effectiveness, and the impact of the training courses on interviewing performance. Overall, the studies found that basic interviewing skills can be developed to a certain level through even short evidence-based training courses. More cognitively demanding skills, such as question selection and meaningful rapport-building, showed less of an improvement post training. The courses that included multiple training sessions showed the most consistent impact on interviewing behavior. This review also indicated a need for more systematic research on training effectiveness with more uniform and longer-term measures of effectiveness. Our findings should help guide future research on this specific topic and inform the training strategies of law enforcement and other investigatory organizations.

The Relationship between Mentoring Functions and Employee Performance: Mediating Effects of Protégé Relational Self-Efficacy

2021 ◽  
Vol 2 (2) ◽  
pp. 187-204
Author(s):  
Muhammad Shoukat Malik ◽  
Muhammad Kashif Nawaz
Keyword(s):  
Self Efficacy ◽  
Employee Performance ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Future Research ◽  
Relational Self ◽  
Mentoring Functions ◽  
Conventional Banks ◽  
The Impact ◽  
The Relationship

Organizational scholars concurred that positive workplace relationships with others can helps employee to gain from these relationships but, they lack insights into how or why this occurs. Moreover, the relationship dynamics focus on what the relationships provide without considering the how these relationships initiated, builds and maintains. To line of this, the current study aims to find the impact of mentoring functions (career, psychosocial, role modeling) and employee performance (career success, organization citizenship behavior, and job performance) via mediating effect of relational self-efficacy. For this purpose, the data were gathered from 310 branch banking employees of Pakistani conventional banks. PLS-SEM was used for data analysis. The results indicate that there is direct relationship between mentoring functions and employee’s performance. Moreover, the finding also shows that employee relational self-efficacy mediates the relationship between mentoring functions and employee performance. Theoretical and practical implications are discussed along with suggestions for future research.

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