Organisational culture and police culture

2022 ◽  
pp. 63-74
Author(s):  
Cathrine Filstad
Keyword(s):  
Organisational Culture ◽  
Police Culture

scholarly journals Beyond police culture

2019 ◽  
Vol 42 (5) ◽  
pp. 814-831 ◽  
Author(s):  
Heidi Paesen ◽  
Jeroen Maesschalck ◽  
Kim Loyens
Keyword(s):  
Law Enforcement ◽  
Cultural Theory ◽  
Survey Instrument ◽  
Organisational Culture ◽  
Police Culture ◽  
Supervisory Support ◽  
Content Type ◽  
Culture Characteristics ◽  
Results Orientation ◽  
Culture Concept

Purpose Combining insights from the traditional literature on police culture with insights from the broader literature on organisational culture and on grid-group cultural theory (Douglas, 1970), the purpose of this paper is to introduce a new 15-dimensional framework of “organisational culture in the police” and test this framework via a survey instrument. This new conceptualisation is broader than the traditional police culture concept and allows for comparisons of the police with other organisations. Design/methodology/approach A newly developed instrument to measure the 15-dimensional framework, called the “Leuven Organisational Culture Questionnaire (LOCQ)”, was tested in 64 local police forces in Belgium (n=3,847). Findings The hypothesised 15-dimensional model is largely confirmed by confirmatory factor analysis. Assessments of between-unit variation show that the LOCQ is sufficiently sensitive to identify differences between work units in police organisations. The authors also find that traditional police culture characteristics tend to vary slightly less between units than the other characteristics. Also, there is less variation for characteristics related to police work (e.g. law enforcement orientation and citizen orientation) than for characteristics associated with the unit level (e.g. weak supervisory support and internal solidarity) or the organisational level (e.g. rule orientation and results orientation). Originality/value This paper expands the traditional “police culture” concept to a more generic and theory-driven conceptualisation of “organisational culture in the police”. The survey instrument offers a standardised way to map and compare culture within police organisations, and to compare it with the culture of other organisations both within and outside law enforcement.

Empowering Women in Blue Uniforms—Gender and Police in South Africa

2020 ◽  
Vol 7 (1) ◽  
Author(s):  
Shanta Singh ◽  
Sultan Khan
Keyword(s):  
South African ◽  
Police Officers ◽  
Police Work ◽  
Police Force ◽  
Police Culture ◽  
The South ◽  
South African Police Service ◽  
Female Police Officers ◽  
South African Police ◽  
Female Officers

Gender in the police force has received scant attention by researchers, although there are complex social dimensions at play in how male and female law enforcement officers relate to each other in the workplace. Given the fact that males predominate in the police force, their female counterparts are often marginalised due to their sexual orientation and certain stereotypes that prevail about their femininity. Male officers perceive female officers as physically weak individuals who cannot go about their duties as this is an area of work deemed more appropriate to men. Based on this perception, female officers are discriminated against in active policing and often confined to administrative duties. This study looks at how female police officers are discriminated against in the global police culture across the globe, the logic of sexism and women’s threat to police work, men’s opposition to female police work, gender representivity in the police force, and the integration and transformation of the South African Police Service to accommodate female police officers. The study highlights that although police officers are discriminated against globally, in the South African context positive steps have been taken to accommodate them through legislative reform.

Organisational Culture Dimensions And Employee Performance In Nigerian Fast Food Restaurants

GIS Business ◽  
2020 ◽  
Vol 14 (6) ◽  
pp. 1070-1096
Author(s):  
Friday Ogbu Edeh ◽  
Joy Nonyelum Ugwu ◽  
Isaac Monday Ikpor ◽  
Anthony Chukwuma Nwali ◽  
Chimeziem C. Gabriela Udeze
Keyword(s):  
Fast Food ◽  
Employee Performance ◽  
Simple Random Sampling ◽  
Organisational Culture ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Market Culture ◽  
Culture Dimensions ◽  
Clan Culture ◽  
Fast Food Restaurants

This study investigates the effect of organisational culture dimensions on employee performance in Nigerian fast food restaurants using cross-sectional survey. Forty fast food restaurants were selected using simple random sampling. Nine hundred and twenty five employees were surveyed. Sample size of two hundred and seventy two was ascertained with Krejcie and Morgan. Method for data collection is questionnaire. Two hundred and thirty nine copies of questionnaire were retrieved out of two hundred and seventy two copies administered. Simple linear regression was used to analyse the hypotheses with the aid of IBM SPSS 20.0. This study found that organisational culture dimensions predicted with clan culture and market culture has a positive significant effect on employee performance. It concludes that organisational culture dimensions measured in terms of clan culture and market culture engenders employee performance through effectiveness and efficiency. One of the practical implications is that Nigerian fast food restaurant practitioners should clearly define their clan culture for newcomers to imbibe to enable them increase their performance.  

Structural Mediation Model of Information System and Sustainable Performance of UAE Manufacturing Sector

2020 ◽  
Vol 11 (2) ◽  
Author(s):  
Mohamed Ahmed Darwish Abdulla Larii ◽  
◽  
Fatma Ahmed Lari ◽  
Mohamed Ahmed Darwish Abdulla Lari ◽  
◽  
...  
Keyword(s):  
Information System ◽  
Manufacturing Sector ◽  
Organisational Culture ◽  
The Body ◽  
Mediating Effect ◽  
Operational Performance ◽  
Manufacturing Companies ◽  
Mediation Model ◽  
Sustainable Performance ◽  
The Relationship

This study intends to find out the mediating effect of organisational culture on the relationship between information system and sustainable performance of manufacturing sector in UAE. This study used AMOS-SEM software to develop mediation model that linking the mediating relationships between Information System, Organisational Culture and Sustainable operation Performance. Data was collected through questionnaire survey among the operation staff of Abu Dhabi manufacturing companies. A total 250 questionnaires were distributed however 205 were returned and only 200 are valid which indicates a response rate of 80%. The analysis found that TPS has positive but not significant effect to SP; OIS has positive but not significant effect to SP; FMW has a positive and significant effect on SP; SDS has a negative and not significant effect to SP and SP has positive but not significant effect OC. For the path relationship between the four exogenous variables (TPS, OIS, SDS, and FMW) and the mediator variable (OC), the results are TPS has positive and significant effect to OC; OIS has positive but not significant effect to OC; FMW has positive and significant effect to OC and SDS has positive and not significant effect to OC. Collectively, the five exogenous constructs (TPS, OIS, SDS, FMW and OC) explained 89% variation in operational performance and 86% of the variation in organisational culture. However, for a mediator, it was found that OC has no significant mediating effect on the relationship between TPS and SP; OC has no significant mediating effect on the relationship between OIS and SP; OC has no significant mediating effect on the relationship between SDS and SP and OC has no significant mediating effect on the relationship between FMW and SP. it can be concluded that there is a positive relationship between information system dimensions and operational performance. However organizational culture has no contributing any mediating effect to the relationship. These findings have contributed to the body of knowledge and could be shared among the UAE manufacturing practitioners.

Police Community Support Officers

2019 ◽  
Author(s):  
Megan O'Neill
Keyword(s):  
Detailed Analysis ◽  
Police Officer ◽  
Direct Observation ◽  
Community Policing ◽  
Community Support ◽  
Support Staff ◽  
Ethnographic Study ◽  
Police Culture ◽  
Occupational Culture ◽  
Budget Reductions

Police Community Support Officers: Cultures and Identities within Pluralized Policing presents the first in-depth ethnographic study of Police Community Support Officers (PCSOs) since the creation of the role in 2002. Situated within the tradition of police ethnographies, this text examines the working worlds of uniformed patrol support staff in two English police forces. Based on over 350 hours of direct observation and thirty-three interviews with PCSOs and police constables in both urban and rural contexts, the book offers a detailed analysis of the operational and cultural realities of pluralized policing from within. Using a dramaturgic framework, the author finds that PCSOs have been undermined by their own organizations from the beginning, which has left a lasting legacy in terms of their relationships and interactions with police officer colleagues. The implications of this for police cultures, community policing approaches, and the success of pluralization are examined. The author argues that while PCSOs can have similar occupational experiences to those of constables, their particular circumstances have led to a unique occupational culture, one which has implications for existing police culture theories. The book considers these findings in light of budget reductions and police reforms occurring across the sector, processes in which PCSOs are particularly vulnerable.

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