Dick, Gavin P.M. and Metcalfe, Beverley
Exploring Organisational Commitment in the Police: Implications for Human Resource Strategy.
An International Journal of Police Strategies and Management , 24
(Full text available)
Throughout the 1980s and 1990s organisation and management consultants have researched the concept of organisational commitment and report that highly committed employees are likely to be more effective, and be concerned with contributing to organisational improvement. Given the number of police reforms in the UK that are encouraging, forces to be more innovative, it is surprising that there have been few studies that have explored commitment amongst police officers. Using survey data (total uniform population 2,898, response rate 43 per cent) the paper analyses the extent to which organisation commitment is shaped by: employees' experiences of behaviour that encourages teamwork, participation, and personal development provides feedback on role and performance, and avoids a defensive work climate. The results show that these factors strongly influence commitment in all ranks. Significantly the level of commitment varies according to position in the hierarchy, with the majority of constables demonstrating lower commitment, and senior officers (chief inspectors and above) showing higher commitment Differences in commitment across police divisions are also explored. The paper discusses the limitations in management style and personnel procedures and suggests that strategic human resource management approaches should be adopted in order to increase organisation attachment. A major implication of the findings is that ForceCo needs to develop a long-term strategy of culture change.
||police; commitment; human resource planning
||H Social Sciences
||Faculties > Social Sciences > Kent Business School
||31 Aug 2008 18:05
||16 May 2014 13:33
||https://kar.kent.ac.uk/id/eprint/5122 (The current URI for this page, for reference purposes)
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