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Law Enforcement Officers’ Receptivity to Compstat Model of Policing

Year 2017, Volume: 19 Issue: 3, 107 - 128, 01.07.2017

Abstract

Abstract: The limited amount of research on officer attitudes toward Compstat has been conducted. The present study, using a mixed-method design, first analyzes survey data from 563 officers in three law enforcement agencies to understand the attitudes of law enforcement officers toward Compstat and to examine the factors affecting their receptivity to Compstat. Then, qualitative data was collected to gain greater depth of officer attitudes. The survey findings indicate that majority of participants do not hold favorable attitudes toward Compstat. The results suggest that perceived effectiveness, agency readiness, supervisory attitude toward the management, and receptivity to change have a significant influence on officers’ attitudes toward Compstat. It was also found that work experience and departments in which officers work significantly influence officers’ attitudes. The findings of the qualitative data indicate that communication, cooperation, competition, implementation style, pressure, and incentive influence officers’ attitudes toward Compstat.

References

  • Adams, R. E., Rohe, W. M., & Arcury, T. A. (2002). Implementing community-oriented policing: organizational change and street officer attitudes. Crime and Delinquency. 48, 399-430.
  • Ajzen, I. (1985). From intentions to actions: a theory of planned behavior. In J. Kuhl & J. Beckman (Eds.), Action-control: From Cognition to Behavior (pp. 11-39). Springer, Heidelberg, Germany.
  • Ajzen, I., & Cote, N. G. (2008). Attitudes and the prediction of behavior. In W. D. Crano & R. Prislin (Eds.), Attitudes and Attitudes Change. (pp. 289-311). New York, Taylor and Francis Group.
  • Callahan, K. (2007). Elements of Effective Governance: Measurement, Accountability, and Participation. Boac Raton, FL: Taylor and Francis Group,.
  • Carnall, C. A. (1995). Managing Change in Organizations. London, Prentice Hall.
  • Cawsey, T., & Deszca, G. (2007). Toolkit for Organizational Change. Thousand Oaks, CA: Sage Publications,.
  • Chilvers, M., & Weatherburn, D. (2004). The New South Wales Compstat process: its im- pact on crime. Australian and New Zealand Journal of Criminology, 37, 22-48.
  • Cochran, J. K., Bromley, M. L., & Swando, M. J. (2002). Sheriff’s deputies’ receptivity to organizational change. Policing: An International Journal of Policing Strategies and Management, 25, 507-529.
  • Cochran, J. K., & Bromley, M. L. (2003). The myth(?) of the police sub-culture. Policing: An International Journal of Policing Strategies and Management, 26, 88-117.
  • Dabney, D. (2010). Observations regarding key operational realities in a Compstat model of policing. Justice Quarterly, 27, 28-51.
  • Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly, 13, 319-340.
  • de Lancer Julnes, P. (2009). Performance-Based Management Systems: Effective Imple- mentation and Maintenance. Boca Raton, FL: Taylor and Francis Group.
  • Edosomwan, J. A. (1996). Organizational Transformation and Process Reengineering. Delray Beach, FL: St. Lucie Press.
  • Fishbein, M., & Ajzen I. (1975). Belief, Attitude, Intention, and Behavior: An Introduction to Theory and Research. Reading, MA: Addison-Wesley.
  • Innes, J.E. & Simpson, D.M. (1993). Implementing GIS for Planning: Lessons from the History of Technological Innovation. Journal of American Planning Association, 59, 230-236.
  • Jang, H., Hoover, L. T., & Joo, Hee-Jong. (2010). An evaluation of Compstat’s effect on crime: the Fort Worth experience. Police Quarterly, 13, 387-412.
  • Kelling, G. L., & Sousa, W. H. (2001). Do police matter? an analysis of the impact of New York City’s police reform. Civic Report 22. New York: Manhattan Institute for Policy Research.
  • Kezar, A. J. (2001). Understanding and Facilitating Organizational Change in the 21st Century: Recent Research and Conceptualizations. Washington, DC:.ASHE-ERIC Higher Education Reports.
  • Lurigio, A. J., & Skogan, W. G. (1998). Community policing in Chicago: bringing officers on board. Police Quarterly, l, 1-25.
  • Martin, T. N., & Huq, Z. (2007). Realigning top management’s strategic change actions for ERP implementation: how specializing on just cultural and environmental contextual factors could improve success. Journal of Change Management, 7, 121-142.
  • Mazerolle, L., Rombouts, S., & McBroom, J. (2007). The impact of Compstat on repor- ted crime in Queensland. Policing: An International Journal of Police Strategies and Management, 30, 237-256.
  • Mazerolle, L., Rombouts, S., & McBroom, J. (2011). Compstat in Australia: an analysis of the spatial and temporal impact. Journal of Criminal Justice, 39, 128-136.
  • McDonald, P. P. (2002). Managing Police Operations: Implementing the New York Crime Control Model-Compstat. Stamford, CT: Wadsworth.
  • Moon, B. (2006). The influence of organizational socialization on police officers’ accep- tance of community policing. Policing: An International Journal of Police Strategies and Management, 29, 704-722.
  • Moore, M. H., & Braga, A. A. (2003). Measuring and improving police performance: the lessons of Compstat and its progeny. Policing: An International Journal of Police Strategies and Management, 26, 439-453.
  • O’Connell, P. E., & Straub, F. (2007). Performance-Based Management for Police Orga- nizations. Long Grove, IL: Waveland Press.
  • Paoline, E. A., Myers, S. M.; & Worden, R. E. (2000). Police culture, individualism, and community policing: evidence from two police departments. Justice Quarterly, 17, 575-605.
  • Paoline, E. A. (2001). Rethinking Police Culture: Officers’ Occupational Attitudes. New York: LFB Scholarly Publishing LLC.
  • Paoline, E. A. (2004). Shedding light on police culture: an examination of officers’ occu- pational attitudes. Police Quarterly, 7, 205-236.
  • Rad, A. M. M. (2006). The impact of organizational culture on the successful implementa- tion of Total Quality Management. The TQM Magazine, 18, 606-625.
  • Rashid, M. Z. A., Sambasivan, M., & Rahman, A. A. (2004). The influence of organizati- onal culture on attitudes toward organizational change. The Leadership and Organiza- tion Development Journal, 25, 161-179.
  • Rogers, E M. (2003). Diffusion of Innovations. (5th ed.) New York, NY: Free Press.
  • Schein, E. H. (2010). Organizational Culture and Leadership. San Francisco, CA: Jos- sey-Bass.
  • Silverman, E. B. (1999). NYPD Battles Crime: Innovative Strategies in Policing. Boston, MA: Northeastern University Press.
  • Sparrow, M. K., Moore, M. H., & Kennedy, D. M. (1990). Beyond 911: A New Era for Policing. New York: Basic Books.
  • Spector, B. (2007). Implementing Organizational Change: Theory and Practice. Pearson, NJ: Prentice Hall.
  • Vito, G., Walsh, F., & Kunselman, J. (2005). Compstat: the manager’s perspective. Inter- national Journal of Police Science and Management, 7, 187-196.
  • Walsh, W. F. (2001). Compstat: an analysis of an emerging police managerial paradigm. Policing: An International Journal of Police Strategies and Management, 24, 347- 362.
  • Walsh, W.F., & Vito, G. F. (2004). The meaning of Compstat: analysis and response. Jour- nal of Contemporary Criminal Justice, 20, 51-69.
  • Watson, G., & Johnson, D. (1972). Social Psychology: Issues and Insights. Philadelphia, PA: Lippincott.
  • Weisburd, D., Mastrofski, S. D., McNally, A., Greenspan, R., & Willis, J. J. (2003). Re- forming to preserve: Compstat and strategic problem solving in American policing. Criminology and Public Policy, 2, 421-456.
  • Weisburd, D., & Braga, A A. (2006). Police Innovation: Contrasting Perspectives. New York: Cambridge University Press.
  • Westley, W. A. (1970). Violence and the Police: A Sociological Study of Law, Custom, and Morality. Cambridge, MA: MIT Press.
  • Willis, J. J., Mastrofski, S. D., & Weisburd, D. (2003). Compstat in practice: an in-depth analysis of three cities. Washington, DC: Police Foundation.
  • Willis, J. J., Mastrofski, S. D., & Weisburd, D. (2004). Compstat and bureaucracy: a case study of challenges and opportunities for change. Justice Quarterly, 21, 463-496.
  • Wycoff, M. A., & Skogan, W. G. (1994). The effect of a community policing management style on officers’ attitudes. Crime and Delinquency, 40, 371-383.
  • Yates, D. L., & Pillai, V. K. (1996). Attitudes toward community policing: a casual analy- sis. Social Science Journal, 33, 193-209.
  • Yong, K. T., & Pheng, L. S. (2008). Organizational culture and TQM implementation in construction firms in Singapore. Construction Management and Economics, 26, 237- 248.

Kolluk Kuvvetlerinin Compstat Modeline Duyarlılığı

Year 2017, Volume: 19 Issue: 3, 107 - 128, 01.07.2017

Abstract

Öz: Polislerin Compstat’a karşı sergilediği tutum üzerine sınırlı sayıda çalışma yapılmıştır. Karma yöntem metodu kullanılarak yapılan bu çalışma, kolluk kuvvetlerinin Compstat’a olan tutumunu anlamak ve Compstat’a karşı olan hassasiyetlerini etkileyen faktörleri incelemek için üç farklı kolluk teşkilatından 563 polis ile yapılan anketlerden alınan verileri analiz eder. Daha sonra ise, memurların tutumuyla ilgili daha fazla bilgi edinebilmek için nitel veriler toplanmıştır. Anket sonuçları, katılımcıların çoğunun Compstat’a karşı olumlu bir tutuma sahip olmadığını göstermektedir. Sonuçlar; algılanan verimliliğin, kurumların istekliliğinin, yönetime karşı denetleyici tutumun ve değişime olan hassasiyetin memurların Compstat’a olan tutumuna önemli ölçüde etki ettiğini öne sürmektedir. Ayrıca, iş tecrübesinin ve çalışılan teşkilatın da polislerin tutumuna kayda değer bir etkide bulunduğu görülmüştür. Nitel araştırma sonucu elde edilen bulgular; iletişimin, işbirliğinin, rekabetin, uygulama tarzının, baskının ve teşvikin memurların Compstat’a olan tutumunu etkilediğini göstermektedir.

References

  • Adams, R. E., Rohe, W. M., & Arcury, T. A. (2002). Implementing community-oriented policing: organizational change and street officer attitudes. Crime and Delinquency. 48, 399-430.
  • Ajzen, I. (1985). From intentions to actions: a theory of planned behavior. In J. Kuhl & J. Beckman (Eds.), Action-control: From Cognition to Behavior (pp. 11-39). Springer, Heidelberg, Germany.
  • Ajzen, I., & Cote, N. G. (2008). Attitudes and the prediction of behavior. In W. D. Crano & R. Prislin (Eds.), Attitudes and Attitudes Change. (pp. 289-311). New York, Taylor and Francis Group.
  • Callahan, K. (2007). Elements of Effective Governance: Measurement, Accountability, and Participation. Boac Raton, FL: Taylor and Francis Group,.
  • Carnall, C. A. (1995). Managing Change in Organizations. London, Prentice Hall.
  • Cawsey, T., & Deszca, G. (2007). Toolkit for Organizational Change. Thousand Oaks, CA: Sage Publications,.
  • Chilvers, M., & Weatherburn, D. (2004). The New South Wales Compstat process: its im- pact on crime. Australian and New Zealand Journal of Criminology, 37, 22-48.
  • Cochran, J. K., Bromley, M. L., & Swando, M. J. (2002). Sheriff’s deputies’ receptivity to organizational change. Policing: An International Journal of Policing Strategies and Management, 25, 507-529.
  • Cochran, J. K., & Bromley, M. L. (2003). The myth(?) of the police sub-culture. Policing: An International Journal of Policing Strategies and Management, 26, 88-117.
  • Dabney, D. (2010). Observations regarding key operational realities in a Compstat model of policing. Justice Quarterly, 27, 28-51.
  • Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly, 13, 319-340.
  • de Lancer Julnes, P. (2009). Performance-Based Management Systems: Effective Imple- mentation and Maintenance. Boca Raton, FL: Taylor and Francis Group.
  • Edosomwan, J. A. (1996). Organizational Transformation and Process Reengineering. Delray Beach, FL: St. Lucie Press.
  • Fishbein, M., & Ajzen I. (1975). Belief, Attitude, Intention, and Behavior: An Introduction to Theory and Research. Reading, MA: Addison-Wesley.
  • Innes, J.E. & Simpson, D.M. (1993). Implementing GIS for Planning: Lessons from the History of Technological Innovation. Journal of American Planning Association, 59, 230-236.
  • Jang, H., Hoover, L. T., & Joo, Hee-Jong. (2010). An evaluation of Compstat’s effect on crime: the Fort Worth experience. Police Quarterly, 13, 387-412.
  • Kelling, G. L., & Sousa, W. H. (2001). Do police matter? an analysis of the impact of New York City’s police reform. Civic Report 22. New York: Manhattan Institute for Policy Research.
  • Kezar, A. J. (2001). Understanding and Facilitating Organizational Change in the 21st Century: Recent Research and Conceptualizations. Washington, DC:.ASHE-ERIC Higher Education Reports.
  • Lurigio, A. J., & Skogan, W. G. (1998). Community policing in Chicago: bringing officers on board. Police Quarterly, l, 1-25.
  • Martin, T. N., & Huq, Z. (2007). Realigning top management’s strategic change actions for ERP implementation: how specializing on just cultural and environmental contextual factors could improve success. Journal of Change Management, 7, 121-142.
  • Mazerolle, L., Rombouts, S., & McBroom, J. (2007). The impact of Compstat on repor- ted crime in Queensland. Policing: An International Journal of Police Strategies and Management, 30, 237-256.
  • Mazerolle, L., Rombouts, S., & McBroom, J. (2011). Compstat in Australia: an analysis of the spatial and temporal impact. Journal of Criminal Justice, 39, 128-136.
  • McDonald, P. P. (2002). Managing Police Operations: Implementing the New York Crime Control Model-Compstat. Stamford, CT: Wadsworth.
  • Moon, B. (2006). The influence of organizational socialization on police officers’ accep- tance of community policing. Policing: An International Journal of Police Strategies and Management, 29, 704-722.
  • Moore, M. H., & Braga, A. A. (2003). Measuring and improving police performance: the lessons of Compstat and its progeny. Policing: An International Journal of Police Strategies and Management, 26, 439-453.
  • O’Connell, P. E., & Straub, F. (2007). Performance-Based Management for Police Orga- nizations. Long Grove, IL: Waveland Press.
  • Paoline, E. A., Myers, S. M.; & Worden, R. E. (2000). Police culture, individualism, and community policing: evidence from two police departments. Justice Quarterly, 17, 575-605.
  • Paoline, E. A. (2001). Rethinking Police Culture: Officers’ Occupational Attitudes. New York: LFB Scholarly Publishing LLC.
  • Paoline, E. A. (2004). Shedding light on police culture: an examination of officers’ occu- pational attitudes. Police Quarterly, 7, 205-236.
  • Rad, A. M. M. (2006). The impact of organizational culture on the successful implementa- tion of Total Quality Management. The TQM Magazine, 18, 606-625.
  • Rashid, M. Z. A., Sambasivan, M., & Rahman, A. A. (2004). The influence of organizati- onal culture on attitudes toward organizational change. The Leadership and Organiza- tion Development Journal, 25, 161-179.
  • Rogers, E M. (2003). Diffusion of Innovations. (5th ed.) New York, NY: Free Press.
  • Schein, E. H. (2010). Organizational Culture and Leadership. San Francisco, CA: Jos- sey-Bass.
  • Silverman, E. B. (1999). NYPD Battles Crime: Innovative Strategies in Policing. Boston, MA: Northeastern University Press.
  • Sparrow, M. K., Moore, M. H., & Kennedy, D. M. (1990). Beyond 911: A New Era for Policing. New York: Basic Books.
  • Spector, B. (2007). Implementing Organizational Change: Theory and Practice. Pearson, NJ: Prentice Hall.
  • Vito, G., Walsh, F., & Kunselman, J. (2005). Compstat: the manager’s perspective. Inter- national Journal of Police Science and Management, 7, 187-196.
  • Walsh, W. F. (2001). Compstat: an analysis of an emerging police managerial paradigm. Policing: An International Journal of Police Strategies and Management, 24, 347- 362.
  • Walsh, W.F., & Vito, G. F. (2004). The meaning of Compstat: analysis and response. Jour- nal of Contemporary Criminal Justice, 20, 51-69.
  • Watson, G., & Johnson, D. (1972). Social Psychology: Issues and Insights. Philadelphia, PA: Lippincott.
  • Weisburd, D., Mastrofski, S. D., McNally, A., Greenspan, R., & Willis, J. J. (2003). Re- forming to preserve: Compstat and strategic problem solving in American policing. Criminology and Public Policy, 2, 421-456.
  • Weisburd, D., & Braga, A A. (2006). Police Innovation: Contrasting Perspectives. New York: Cambridge University Press.
  • Westley, W. A. (1970). Violence and the Police: A Sociological Study of Law, Custom, and Morality. Cambridge, MA: MIT Press.
  • Willis, J. J., Mastrofski, S. D., & Weisburd, D. (2003). Compstat in practice: an in-depth analysis of three cities. Washington, DC: Police Foundation.
  • Willis, J. J., Mastrofski, S. D., & Weisburd, D. (2004). Compstat and bureaucracy: a case study of challenges and opportunities for change. Justice Quarterly, 21, 463-496.
  • Wycoff, M. A., & Skogan, W. G. (1994). The effect of a community policing management style on officers’ attitudes. Crime and Delinquency, 40, 371-383.
  • Yates, D. L., & Pillai, V. K. (1996). Attitudes toward community policing: a casual analy- sis. Social Science Journal, 33, 193-209.
  • Yong, K. T., & Pheng, L. S. (2008). Organizational culture and TQM implementation in construction firms in Singapore. Construction Management and Economics, 26, 237- 248.
There are 48 citations in total.

Details

Primary Language Turkish
Journal Section Research Articles
Authors

Bülent Ulutürk This is me

Laura Wıilson Gentry This is me

Publication Date July 1, 2017
Published in Issue Year 2017 Volume: 19 Issue: 3

Cite

APA Ulutürk, B., & Gentry, L. W. (2017). Kolluk Kuvvetlerinin Compstat Modeline Duyarlılığı. Güvenlik Çalışmaları Dergisi, 19(3), 107-128.