Exploring organisation commitment in the police: Implications for human resource strategy
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 ref...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2001 |
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| Schlagwörter: |
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| Umfang: |
22 |
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| Reproduktion: |
Emerald Fulltext Archive Database 1994-2005 |
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| Übergeordnetes Werk: |
In: Policing - Bradford : MCB Univ. Press, 1997, 24(2001), 3, Seite 399-420 |
| Übergeordnetes Werk: |
volume:24 ; year:2001 ; number:3 ; pages:399-420 ; extent:22 |
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| DOI / URN: |
10.1108/EUM0000000005854 |
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| 520 | |a 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 percent) 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. | ||
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10.1108/EUM0000000005854 doi (DE-627)NLEJ219738254 DE-627 ger DE-627 rakwb eng XA-GB Exploring organisation commitment in the police: Implications for human resource strategy 2001 22 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier 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 percent) 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. Emerald Fulltext Archive Database 1994-2005 Commitment Human resource planning Police Metcalfe, Beverly oth Dick, Gavin oth In Policing Bradford : MCB Univ. Press, 1997 24(2001), 3, Seite 399-420 Online-Ressource (DE-627)NLEJ219578265 (DE-600)1481293-9 nnns volume:24 year:2001 number:3 pages:399-420 extent:22 http://dx.doi.org/10.1108/EUM0000000005854 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 24 2001 3 399-420 22 |
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10.1108/EUM0000000005854 doi (DE-627)NLEJ219738254 DE-627 ger DE-627 rakwb eng XA-GB Exploring organisation commitment in the police: Implications for human resource strategy 2001 22 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier 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 percent) 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. Emerald Fulltext Archive Database 1994-2005 Commitment Human resource planning Police Metcalfe, Beverly oth Dick, Gavin oth In Policing Bradford : MCB Univ. Press, 1997 24(2001), 3, Seite 399-420 Online-Ressource (DE-627)NLEJ219578265 (DE-600)1481293-9 nnns volume:24 year:2001 number:3 pages:399-420 extent:22 http://dx.doi.org/10.1108/EUM0000000005854 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 24 2001 3 399-420 22 |
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10.1108/EUM0000000005854 doi (DE-627)NLEJ219738254 DE-627 ger DE-627 rakwb eng XA-GB Exploring organisation commitment in the police: Implications for human resource strategy 2001 22 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier 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 percent) 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. Emerald Fulltext Archive Database 1994-2005 Commitment Human resource planning Police Metcalfe, Beverly oth Dick, Gavin oth In Policing Bradford : MCB Univ. Press, 1997 24(2001), 3, Seite 399-420 Online-Ressource (DE-627)NLEJ219578265 (DE-600)1481293-9 nnns volume:24 year:2001 number:3 pages:399-420 extent:22 http://dx.doi.org/10.1108/EUM0000000005854 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 24 2001 3 399-420 22 |
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10.1108/EUM0000000005854 doi (DE-627)NLEJ219738254 DE-627 ger DE-627 rakwb eng XA-GB Exploring organisation commitment in the police: Implications for human resource strategy 2001 22 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier 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 percent) 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. Emerald Fulltext Archive Database 1994-2005 Commitment Human resource planning Police Metcalfe, Beverly oth Dick, Gavin oth In Policing Bradford : MCB Univ. Press, 1997 24(2001), 3, Seite 399-420 Online-Ressource (DE-627)NLEJ219578265 (DE-600)1481293-9 nnns volume:24 year:2001 number:3 pages:399-420 extent:22 http://dx.doi.org/10.1108/EUM0000000005854 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 24 2001 3 399-420 22 |
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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 percent) 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. |
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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 percent) 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. |
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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 percent) 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. |
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<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">NLEJ219738254</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20210707092355.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">090811s2001 xxk|||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1108/EUM0000000005854</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)NLEJ219738254</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="044" ind1=" " ind2=" "><subfield code="c">XA-GB</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Exploring organisation commitment in the police: Implications for human resource strategy</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2001</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">22</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zzz</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">z</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zu</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">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 percent) 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.</subfield></datafield><datafield tag="533" ind1=" " ind2=" "><subfield code="f">Emerald Fulltext Archive Database 1994-2005</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Commitment</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Human resource planning</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Police</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Metcalfe, Beverly</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Dick, Gavin</subfield><subfield code="4">oth</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">Policing</subfield><subfield code="d">Bradford : MCB Univ. Press, 1997</subfield><subfield code="g">24(2001), 3, Seite 399-420</subfield><subfield code="h">Online-Ressource</subfield><subfield code="w">(DE-627)NLEJ219578265</subfield><subfield code="w">(DE-600)1481293-9</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:24</subfield><subfield code="g">year:2001</subfield><subfield code="g">number:3</subfield><subfield code="g">pages:399-420</subfield><subfield code="g">extent:22</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">http://dx.doi.org/10.1108/EUM0000000005854</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_U</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-1-EFD</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_NL_ARTICLE</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">24</subfield><subfield code="j">2001</subfield><subfield code="e">3</subfield><subfield code="h">399-420</subfield><subfield code="g">22</subfield></datafield></record></collection>
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