Motivating Managers in the Middle: The Case of Police Inspectors

HAL (Le Centre pour la Communication Scientifique Directe), 2022

The Police Journal, 2007

This article assesses the need for major re-engineering of the police service in England and Wales to project and sustain the workforce modernisation programme in England and Wales. It argues that having avoided the bureaucratic cul-de-sac that police mergers represented, a real opportunity for effective reform has now arisen. This reform would encompass immediate delegation to basic command units of manpower budgets and the determination of policing services at this level. The article draws on the experience of one chief officer who was to confront the problems of bureaucratic inertia within his own police force and some organisational practices that served to undermine police service delivery. It considers the current problems surrounding the centralised control of police budgets and the impact of this on the ability of BCU Commanders to sustain effective reassurance policing. The article also assesses the impact and future implications of workforce modernisation along with recent evaluations of the PCSO and 'mixedeconomy teams' from pilot sites. Finally the article draws on recent experience from one police force Chief Officer Team to evaluate the continuing problem of police organisational culture particularly in relation to workforce modernisation and the future expansion of the role of police staff within police forces in England and Wales.

2021

Organisational Culture is formed through years of adherence to policies of organisational behaviours and tradition. It forms the backbone of any organisation irrespective of size. The study aims into delving into the Organisational Culture of the Malta Police Force and, in so doing, analyses the various elements making up this Organisational Culture, with reference to Motivational Theories, Performance and Productivity. It attempts at drawing a classification along McGregor's Theory X / Y and examines how this affects the Organisational Culture as a whole. Reference is given to Transformational Leadership as the main driving force behind executing a much-needed Change strategy. This study should serve as a platform for Business Administration students or researchers as an extensive literature review on Motivation, Performance and Productivity with references to Organisational Culture as the centre stage from which everything emanates. It also serves as a window into the Organisational Culture of the Malta Police Force. One of the few studies of its kind following the one carried out by Dr Jacqueline Azzopardi Cauchi back in 2004, this paper offers an insight into the motivational forces behind police forces, not just the Malta Police Force. Reference is drawn from organisations within the public and private sector alike.

Office of Education Research Faculty of Education, 2010

Items in column one tended to follow a theme that reflected feeling valued. The items in this column were; advancement, trust, training, departmental policies, praise for outstanding work, fair treatment regarding complaints, feeling important, promotion, retirement, receiving encouragement, feeling like an asset, agreeing with policies, feeling fulfilled. They add to a general theme for feeling valued by the organisation. These sub-factors were therefore grouped under the Prime Motivational Factor of Feeling Valued. The second column Achievement, clearly groups items from part three of the questionnaire together. This was the last part of the questionnaire where Security Status Relationship with subordinates Personal Life Relations with peers Salary Work conditions Relationship with supervisor Supervision Company policy & administration Growth Advancement Responsibility Work itself Recognition Achievement Questions / further information Please contact the researcher on 3246 8124 if you require further information about the project, or to have any questions answered.

Police Practice and Research, 2018

The purpose of this study was to uncover the realities of managerial work in the Norwegian police service. Observation and interview of 27 police managers showed that managerial work emerged and unfolded through specific practices, which occurred within a shared organisational practice shaped by police culture, context and mission. Managers practiced in a variety of ways rather than according to a universal set of managerial practices. Individual police managers developed proficiency by carrying out day-today work duties. These managerial practices were dependent on dynamic actions and interactions and were subject to expectations and pressures. Police managers earned legitimacy primarily through being foremost among equals. The current findings supported studies suggesting that managers face complexity and uncertainty in their work as well as those that downplay what managers ought to do, focussing instead on what it is possible to achieve. The implication of these findings for practice is that individual police managers need to develop their own ways of tackling personal, strategic, relational and operational challenges.

Policing: An International Journal of Police Strategies & Management, 2001

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.

Policing and Society, 2019

In a climate of diminishing resources, securing a prolonged commitment to volunteer from special constables is an aspirational goal for police organisations. This paper moves beyond traditional egoistic and altruistic standpoints that draw people into this unpaid role, to consider ongoing decision-making processes that occur in post, which can shape a long-term career path as an unpaid volunteer special constable. Rich narratives, drawn from semi-structured interviews with volunteer special constables, capture a unique and original perspective largely absent from discussion around special constable motivation. Data and findings speak to important gaps in existing knowledge about how and why orientations to volunteering can change over the duration of a special constable's service, resulting from organisational rather than policing experiences. Findings serve as a timely reminder that while it is important to develop deeper understandings of motives to becoming a special, so too is the significance of furthering knowledge on ways in which the experience of being a special constable within the police organisation can work to sustain commitment, motivation and thus encourage retention.

Criminal Justice Matters, 2006

This article considers the application and potential impact of workforce modernisation in England and Wales. It highlights some problems surrounding current police hierarchies and specialisation particularly in relation to the decline in visible policing. It suggests that bureaucratic growth within police forces can be matched to a decline in effective command and control of police services. Lengthened chains of command and narrower spans of control have, within larger police forces, diluted the supervisory capacity and effectiveness of police managers. It is argued that this feature reinforces the need for smaller, more manageable units of policing. The article thereafter highlights a central theme identified within HMIC's 2004 Thematic Report on Modernising the Police Service. This is the creation of a career pathway for all police personnel and, long term, the ability to move between warranted and nonwarranted police posts. It recognises the positive position taken by ACPO in relation to modernisation. It also draws on data collected from one workforce modernisation pilot site, Bexley Operational Command Unit (OCU), particularly in relation to the successful use of police staff 'Investigative Support Officers' in processing low-level cases. Evidence from the Bexley site indicates that workforce modernisation strategy provides the opportunity to improve both overall police effectiveness and the relationship between police and community.