Rozprawy doktorskie na temat „Police culture”

This thesis explores successive police reform agendas over the period 1979 – 2012 in terms of the relationship between political ideology, police reform and police occupational culture. The thesis addresses the interplay between ideologically driven police reform and the reception of reform agendas within the central mindset of policing. It examines the significance of political and economic drivers in police reform agendas and literature on police occupational culture, with emphasis upon change and reform and the response within the police. As a means of exploring the relationship between reform and police culture the thesis gathers data through empirical research based upon documentary analysis and semi-structured interviews. Research upon street and management cops (Reuss-Ianni 1983) and the analytical model of cultural knowledge and change outlined by Chan (1997), was used to analyse and present the research findings. The main conclusions concern how ideology in police reform agendas was received by police occupational culture. Utilising the theoretical frameworks of Reuss-Ianni and Chan, the thesis argues that the ideology in police reform agendas is received and assessed through cultural knowledge. This places into context documented features of police occupational culture such as the sense of mission, conservatism, resistance to change and the street – management divide. As a result, this thesis contributes to the understanding of police occupational culture through the prism of reform and the implications for practice, outlining how ideologically driven police reform agendas are received and interpreted through police occupational culture.

This dissertation is an attempt at identifying the threads that constitute and bind the complex tapestry of Maltese police culture. It describes police culture as understood by various authors, especially by Reiner (2000:87-101) however, it also describes police culture from the Maltese perspective. As Chan (1997:66) explains, there exist several ‘cultures within a police force’ and the culture of one police force varies from the next. Police cultures do not originate in a vacuum but within dominant cultures. Thus, the dominant culture of a particular society determines the type of its police culture. Therefore, the recent political history of the Maltese islands influenced the nature of its police culture. Indeed, Maltese opinion leaders, Dom Mintoff in particular, moulded police occupational culture: verbal and physical harshness, political intolerance, fear, unconditional obedience for those in command, firmness and hard-headedness. Reiner (1992:109) explains that police experiences are the building blocks of police culture. These serve as guidance to other police officers, helping them to deal with and adjust to the stress induced by policing. Successive generations of police officers absorb this culture, use it as a point of reference, transform it and carry it on to the next generation of police officers. Cox (1996:167-169) explains that police recruits are ‘encouraged to treat other citizens encountered as “symbolic assailants”’, basing their attitudes on stereotypes. Thus, since the ‘cultural model of organisations emphasizes the underlying values, beliefs, and attitudes of organizational members’ (Fyfe, Greene, Walsh, Wilson and McLaren, 1997:160), this thesis investigates the self-conceptions and the attitudes of Maltese police officers as well as their relationship with: the community, offenders, victims, the judiciary and corrections. An insight into how Maltese police officers view society and their role within it facilitates the comprehension of their operating methods. Effective cultural change is not imposed: it comes from within the police force, triggered by the very officers who are constantly changing police culture (Chan, 1997:237). The findings of this study could pave the way for better police training and for the consequent improvements in Maltese policing.

The British police has become a more controversial institution over the last 30 years, during which period the interest of social scientists in the nature of policing has intensified accordingly. As knowledge has accumulated, researchers have increasingly sought to influence the policy-making process through their findings and recommendations. One aspect of policework which remains poorly understood, yet whose illumination is crucial to the success of these efforts, is the process whereby policy is implemented within the organisation. This study addresses this issue through an analysis of relations of power and influence within four Scottish Divisions. Attention is centred upon the main 'line' organisation connecting uniform patrol to the divisional hierarchy, and in particular, upon the role of the patrol sergeant as a crucial intermediary rank. It is argued that, against a background of an indeterminate mandate and a rigid bureaucratic framework, recent changes in public attitu des and expectations, in the political and legal environment of policing, in its organisational and task structures, and in police officers' orientations to work and authority, have eroded the basis for consensus between ranks and exacerbated mutually instrumental attitudes. This more instrumental climate is self-perpetuating, frustrating attempts at all levels to maintain or re-establish harmonious relations. For the sergeant, these problems emerge as a set of strategic and existential dilemmas which requires them to manipulate a declining resource, namely trust, in balancing the demands of seniors for effective and legitimate performance, and those of juniors for feasible working targets and protection of operational discretion. Sergeants employ many devices to this end, with only limited success. The transformation of inter-rank relations such as to reconcile these aspirations requires instead a broader package of reform measures, with the restructuring of the system of police accountability as its centrepiece.

Decisions made by street-level police officers during encounters with the public have an immediate and long-lasting effect. Bad choices can cause a loss of trust, respect, and legitimacy for the police in a community and lay a foundation for violent confrontations between officers and citizens. Layers of culture that shape human decisions consist of social and institutional culture, including interactions that shape an individual’s culture and beliefs and demographics and technology that affect cultural development. Police culture (which includes these layers of culture and factors like rank, units, and history) shapes attitudes and opinions about communities and people in a police jurisdiction, leading to barriers to officers’ acceptance of training initiatives to implement new methods of dealing with the public. Understanding police culture is the first step in making positive changes in police decision-making and improving trust, respect, and legitimacy between officers and the community. Acker’s theory of social structure social learning provided the theoretical framework for understanding police culture, which could lead to positive changes such as training programs that address police culture’s influence on decision-making. A qualitative research method with a phenomenological approach for interviewing officers was used to investigate police culture and how it affects decision-making. Results indicated that officers think of culture as a family or brotherhood and not a culture. The most significant impact on decision-making is experience. These findings can lead to positive social change by making officers stakeholders in developing training in positive social relationships with the community.

Le terme de police de la culture evoque la contrainte, l'interdiction, la repression dans le domaine culturel ; pourtant la police de la culture ne saurait se limiter a cela. Dans cette these, il s'agit de presenter les rapports historiquement complexes entre pouvoirs publics et culture. D'abord marques par une volonte du pouvoir d'utiliser la culture au service de son autorite, ces rapports se sont peu a peu transformes. La puissance publique a longtemps exerce un controle, une censure de l'activite culturelle puis elle est venue la reglementer dans le but de mieux la proteger. La police de la culture, c'est ce qu'il convient de montrer, resulte des relations toujours ambigues entre pouvoir et culture, relations qui evoluent desormais en faveur de la liberte. Si la police de la culture existe en droit francais, elle prend egalement corps au sein du droit communautaire et du droit international, pour sauvegarder, defendre et encourager l'activite culturelle dans sa diversite. Elle est le resultat de la reconnaissance du caractere indispensable de la culture, moyen pour l'homme d'acceder a la liberte.

Decisions made by street-level police officers during encounters with the public have an immediate and long-lasting effect. Bad choices can cause a loss of trust, respect, and legitimacy for the police in a community and lay a foundation for violent confrontations between officers and citizens. Layers of culture that shape human decisions consist of social and institutional culture, including interactions that shape an individual's culture and beliefs and demographics and technology that affect cultural development. Police culture (which includes these layers of culture and factors like rank, units, and history) shapes attitudes and opinions about communities and people in a police jurisdiction, leading to barriers to officers' acceptance of training initiatives to implement new methods of dealing with the public. Understanding police culture is the first step in making positive changes in police decision-making and improving trust, respect, and legitimacy between officers and the community. Acker's theory of social structure social learning provided the theoretical framework for understanding police culture, which could lead to positive changes such as training programs that address police culture's influence on decision-making. A qualitative research method with a phenomenological approach for interviewing officers was used to investigate police culture and how it affects decision-making. Results indicated that officers think of culture as a family or brotherhood and not a culture. The most significant impact on decision-making is experience. These findings can lead to positive social change by making officers stakeholders in developing training in positive social relationships with the community.

This thesis examines the idea that police officers have supportive factors in their lives which influence coping mechanisms used to handle occupational stress. This idea comes from police culture literature which suggests that officers are encouraged to use maladaptive coping strategies like drinking and emotional suppression to deal with stress. Additional research on management support and family support are introduced as alternative supportive factors which can promote the use of adaptive coping like agency offered services and programs. This thesis uses data from “Work and Family Services for Law Enforcement Personnel in the United States” (Robert, O’Quin, & Kennedy, 2000). A subset of questionnaire items and officer responses are coded and run through statistical analysis including linear regression and logistic regression. Finally, findings are discussed and future research on the topic is suggested.

Thesis (M.A.)--University of Missouri-Columbia, 2007.
The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on April 15, 2008) Includes bibliographical references.

The Ferguson effect is a recent hypothesis that suggests police officers have been influenced by negative media coverage of police conduct. The problem this study addressed is how policing continues to deal with perception, civil liability, and accountability issues related to police misconduct when interacting with Latino and African-American communities. The research was conducted to examine influence the Ferguson effect may have had on the culture and perceptions of police officers in local police departments. With a phenomenological qualitative approach, the research data were collected from interviews with 7 police officers across 3 police departments. The theoretical background of Merton's theory of unintended consequences offered insights into how law enforcement functions and the kinds of policies that affect police-civilian relations. Data was analyzed with NVivo 12 data analysis software. Four predominant themes emerged: (1) commitment to service, (2) police officers' perception of the media, (3) impact of the Ferguson Effect, and (4) attitudes toward civil liability. The research indicates that the officers shared a strong commitment to service as well as being satisfied overall with the police department where they work. In addition, the participants acknowledged the Ferguson effect but did not believe it prevented them from performing their sworn duties. With this research study, the police officers' voices can be added to the national debate regarding the Ferguson effect and their perception of its impact on their culture in local police departments, community engagement with minority citizens, and civil liability.

This study analyses the relationship in Turkey between police deviancy and police culture. It is argued that deviant individuals are able to excuse their deviant practices in an environment that provides them ample opportunity. The study demonstrates that police misconduct is a matter of institutional facilitation and organisational responsibility, more so than a matter of individual deviance. The 'bad apple theory' merely provides an attempt to normalise or invent plausible excuses for deviant conduct by the police authorities. On the contrary, it is argued that police violence is culturally rooted in the operational code that exists within groups of police officers. It is due to such an operational code that allows violence in certain situations to be regarded as a logical, acceptable or at the very least, a condonable form of behaviour. Hence, from this perspective, for positive development to be effective, it must be targeted at the informal culture of the police and their practical working rules, as opposed to the cosmetic legislative changes and initiatives aimed at public relations. Consequently, this study explores the Turkish police culture and shows that the element of 'authority' is almost a single dominant factor behind the occupational culture of the police officers' - despite two elements: danger and authority. It is these two elements, which marks it apart from police cultures in England and Wales and the United States. The core characteristics of the Turkish police culture are closely related to police officers' authority to that of a 'man in charge'. Police violence is thus deemed an almost inevitable tool in defence of this mandate, and to subsequently prevent an erosion of authority. Thus, in order to understand this mentality of Turkish police officers, the historical development of their role has also been emphasised.

The previous UK Coalition government (2010-2015) made significant efforts to professionalise the police service in England and Wales. One of their approaches was to require police students to study at university, before becoming police officers. It has been hypothesised that requiring police students to study at university may ensure that professionalism develops within these students/officers, with the higher education received. At the same time as developing professionalism within these officers it has been suggested some of the negative aspects of police culture may diminish. Whether or not these hopes are borne out by university training of police students was the central research question for this project. This original research examined socialisation and culture of police students, within a UK university institution. It evolved by utilising reflexive grounded theory to examine the student perception of the police service, using questionnaires, focus groups and content analysis of completed essays, by Foundation in Policing Degree students. In summary the findings of this research suggested that university training of police students may not have the desired effect on professionalism, as police culture appears to develop regardless of the setting. Further to this, minority ethnic students continue to report being less attracted to the police as a career choice. A number of reasons are suggested for these findings and future recommendations are set out. Ultimately, this research concludes that the way a police officer is trained and/or educated requires reviewing, as simply moving the process to a university setting does not automatically deliver the intended outcomes, and in fact can result in the police culture simply flourishing elsewhere.

This thesis examines the development of a modern urban police force - professional and civil - and its role in the everyday life of the Portuguese capital city, between the start of the city's modern growth in the 1860s and the Republican Revolution of October 1910. It begins by examining the political process of institutional reform during the early 1860s, which led to the creation of Policia Civil de Lisboa in 1867. Using the daily orders of Policia Civil as the anchor source, the thesis concentrates attention on the processes of organizational shaping that marked the development of this police force. The social and cultural diversity within this police force is examined by considering both the rank-file and also the police leadership and the professional specialization that began emerging in the end of the century. But the main focus of this work is on the beat policeman. The thesis examines the organizational strategies devised to 'fabricate' a civilised policeman, as well as their daily enforcement. The evolution of the police's manpower and its deployment throughout the city's territory, together with the arrangement of the working routines, demonstrate that the police increasingly became a central actor in the mediation of social relations in the city. On the part of the population, the growing expectation of the police's availability to intervene was another key factor in the general evolution of the 'idea of police' during this period. Finally, this thesis argues that, while the population became used to 'calling the police', popular criticisms of police actions were also central in the shaping of policing practice.

The purpose of this qualitative multiple case study was to identify and understand the strategies and experiences of female police officers working within the masculine culture of police organizations. Using Acker’s gendered institutions theory, the researcher explored the organizational culture and subculture of the police and how police culture potentially places limitations on the career success of female police officers. The data came from semistructured interviews with seven female police officers working for a municipal police agency within Alberta, Canada. The researcher also analyzed publicly available data which included a 2013 workplace review and audit of a police organization in Alberta, Canada as well as a 2017 workplace harassment review of Canada’s Federal police service. The researcher found the themes that aligned with Acker’s gendered institution theory included: (a) experience the need to prove self, (b) experience sexual and gender harassment, (c) positive experience from fellow officers, (d) negative experience from fellow officers, (e) experience of positive behavior from supervisors, (f) experience of negative behavior from supervisors, (g) experience related to work and family, (h) experience bullying and labelling, (i) experience psychological stress, and (j) experience masculine culture. The study findings assisted in providing valuable information concerning gender issues related to the recruitment, promotion, and retention of female police officers within a Canadian police organization. The research results suggested further examination of experiences of female police officers, as well as male police officers, is needed to fully understand the effect masculine culture has on police organizations.

Most of the literature on police culture has concentrated on the culture of lower rank uniformed officers, often referred to as 'cop culture'. This thesis addresses the issue of whether there is a distinctive 'management culture' in the higher levels of police forces. Quite clearly, the concept of management culture generally in organisations and specifically in the police service is a recognised and accepted one. However, the relationship between cop culture and management culture is an uncertain one. The thesis is based on interviews with 51 superintending rank officers from eleven Forces. This data is used to analyse the content and dynamics of senior police management culture. Over the last three decades the police service has implemented a number of changes in its structure and management style. Some of these have seen operationally self-sufficient basic command units headed by superintendents replace divisional units headed by chief superintendents. With the removal of the chief superintendent rank, superintendents are now in a hierarchical position that requires them to make policy decisions and control how they would be implemented. The literature on rank-and-file police is voluminous. Research on chief officers, though less frequent, is increasing. Hitherto, however, there has been no research on this increasingly powerful and influential group of senior managers, although the police reforms of the last decade (and those in the pipeline) make superintendents pivotal in the policy-making process. Contemporary changes in police organisational structure has placed this group of officers in leadership positions, with the opportunity to change both the culture of the organisation as well as within their own peer group. They are crucial if the government is to bring about its promised reform and improvement in policing services. This study provides the first systematic information about the characteristics and culture of this increasingly significant managerial tier of the police organisation. It concludes that superintendents are a particularly adaptable and pragmatic group, adjusting to necessary changes as smoothly as possible - chameleons rather than dinosaurs.

This thesis examined police and Indigenous relations in rural and remote contexts in Australia which historically and in contemporary times have often been contentious. Using a grounded theory approach, the police participants of this qualitative research provided insight as to how social factors such as ecological, organizational and occupational culture influenced their responses in discrete Indigenous communities. The findings revealed that ecological factors such as community dynamics and Indigenous culture heavily influenced police in how they responded to situations, more so than the influence of organizational and occupational culture. It found that ecological factors played a large role in shaping policing responses in discrete Indigenous communities.

There is a noted discrepancy between police psychological services offered and services utilized. It is important to understand reasons for underutilization when creating services for officers. The purpose of this study was providing empirical evidence from the officers-perspectives to answer this question. The conceptual foundation was officers may refuse participation due to police culture. The conceptual framework was represented in research questions focused on officers- perspectives regarding psychological services provided by psychologists without law enforcement (LE) experience. The participants were employed law enforcement officers (LEOs) from regions across the United States. Officer participation from all 50 states was targeted to assist in ensuring demographic variability. Phenomenological methods were employed. Samples were gathered by contacting 2 police departments (PDs) per state, in arbitrarily chosen cities and rural areas. One questionnaire with pre-addressed, stamped envelopes was sent to each department indicating the research post office box. Data were analyzed by applying qualitative research data software, open coding, in-margin notetaking procedures, and individual recognition of themes. Ten to 25 participants were required and 10 were achieved. Two categories, 6 subcategories, 2 themes, and 3 subthemes emerged from the data analyses. Data analyses aligned with previous findings in 2 aspects and did not support others. Positive social change will be affected through identifying reasons for low service utilization. Agencies may begin restructuring program policies, developing more effective training, and other psychological protocols for LEOs and providers.

In March 2012, Sir Tom Winsor published an ‘Independent Review of Police Officer and Staff Remuneration and Conditions’. This wide-ranging appraisal of the police service made a number of recommendations. One of the most controversial (recommendation 19) was that a direct entry pathway into policing,at the superintendent rank, should be established. In November 2014, the first cohort of direct entry superintendents commenced an 18-month training course,intended to equip them with the knowledge and skills to become senior police leaders. This thesis presents the findings of a study that followed the development of these officers as they progressed through their training and into roles as operational superintendents and concludes by proposing a ‘blended leadership model for policing’. The direct entry officers were interviewed at regular intervals throughout their training, to capture their reflections on this unique experience. Influential stakeholders from the chief officer ranks, staff associations and elsewhere also took part in this research. A focus on police culture and police leadership was used to contextualise the data that was collected. It was found that parts of the police service are insular and shackled by a lack of creativity and innovation. It was also identified that police culture doesn’t always welcome new perspectives. Importantly, it is argued that the service does not widely recognise that these issues exist and so is not equipped to resolve them from within. The direct entry superintendents were found to be engaging, motivated and credible professionals. They bring to their new roles a wealth of experience. This includes experience of delivering tangible outcomes for their previous organisations and also experience of leading people. These individuals are committed to public service and are mindful of the significant responsibility that they are accepting. The first 18 months of their service has been challenging. As the first cohort of direct entry officers, the College of Policing’s training course was in no way established. The superintendents were to experience significant pockets of resistance to the direct entry scheme. This was evidenced during the recruitment process, through face-to-face interactions with senior officers during training and also in the workplace. Opposition to this new pathway into the service has also been particularly evident on social media platforms. Multiple entry points into the police service are now established. The third cohort of direct entry superintendents will soon be commencing their training. There are significant research opportunities associated with this,including further exploration of culture and leadership perspectives as well as further review of operational capability and competence by direct entry officers.

A cultura organizacional tem sido foco de atenção da Administração desde o início do século XX. Seus estudos, inicialmente, tinham como pressuposto a mudança na cultura das organizações para a melhora da eficácia organizacional; atualmente, outras linhas de pesquisas têm demonstrado que cultura não se muda, cultura são os símbolos que comunicam o que uma organização é em dado momento. Nesse campo, poucos estudos focam a cultura organizacional da Polícia Civil e, quando o fazem, essas pesquisas tendem a repetir o discurso de outros estudos. Quando se alia a cultura da Polícia Civil à vida familiar de seus servidores, a escassez de trabalhos torna-se ainda mais evidente. Diante desse quadro, pensou-se em verificar as implicações da cultura organizacional da Polícia Civil na vida familiar dos policiais, tendo como objetivos gerais identificar e descrever a cultura organizacional dos policiais que atuam no DECA, identificar e descrever aspectos da vida familiar dos policiais do DECA e compreender as inter-relações cultura organizacional-família. Para atingir esses objetivos, esta pesquisa, de metodologia qualitativa, utilizou-se do método de estudo de caso, e as técnicas de coletas de dados basearam-se em observação participante do contexto de trabalho dos policiais e em entrevistas semiestruturadas com alguns desses profissionais e seus familiares. Os principais resultados desta pesquisa dão conta de que o cotidiano do policial é composto de diversas tarefas objetivas e subjetivas, que exigem deles conhecimentos profundos acerca das leis e habilidades comportamentais e psíquicas para o enfrentamento dos mais diversos conflitos e que se desdobram nos símbolos de suas culturas organizacionais. Sua vida familiar e a rotina de trabalho parecem inter-relacionarem-se desde o ingresso do policial na instituição, fazendo com que, conforme se torna parte da identidade desses indivíduos, as culturas organizacionais da Polícia Civil influenciam a vida familiar desses profissionais. Os símbolos culturais dessa instituição são, aos poucos, incutidos no seio familiar dos policiais e refletem-se em seus relacionamentos, em algumas mudanças de sua postura e na forma como esses profissionais encaram o perigo e representam-no para sua família. O contexto de trabalho da Polícia Civil desdobra-se em suas culturas e gera novas formas de encarar a realidade, que são transmitidas nas relações desses profissionais com suas famílias.
The organizational cultures have been the spotlight in the Administrative area since the beginning of the XX century. Initially, its studies had as presupposition the changes in the organizational cultures for the improvement of it; nowadays, other research lines have showed that cultures does not changes because are signs that communicate what an organization is in a certain moment. In this field, only a few studies focus on the organizational cultures of the Civilian Police and when done they tend to repeat the same speech of the other studies. When the Civilian Police cultures are allied to familiar life, the shortage of work become even more evident. Having this reality in mind, they decided to verify the implications into the organizational cultures of the familiar life of the Civilian Police, considering the identification and the description of those who act in DECA. Identify and describe the familiar life aspects and understand the inter relation between organizational cultures and familiar life. This qualitative research intend to reach this objectives using the study case method and data collection based on direct observation inside the police work context, including interviews with some of the police and related family. The most important results of this research is that: the police officer daily routine is compound of many different tasks, objectives and subjective which demand from them deep knowledge about laws, behavior skills and psychic for facing the various conflicts that turn to the symbols of their organizational cultures. Their familiar life and work routine seem to relate to each other since the police officer enter into the institution, making that interfering their identity. The cultural signs from this institution are little by little instilled in the familiar nucleus, reflecting on their relations and in some behavior changes. The way these police officers face the danger and transfer to their families. The Civilian Police context unfolds on their cultures and generates new ways to face the reality that are passed in the relation of these professionals and their families.

This Thesis is concerned with the development of a strategic model for assisting with the implementation of Best Value into policing in Northern Ireland. Best Value is a legislative requirement for public sector organisations that is primarily concerned with improving the efficiency and effectiveness of policing; thereby improving the overall quality of service provided to the community. This study approaches the issue of Best Value implementation from the perspective of organisational culture. It seeks to assess the impact of organisational culture on the implementation of Best Value and to provide senior managers within PSNI with a strategic model to assist with full and effective implementation. The thesis opens with an examination of the history of policing in Northern Ireland and relates the development of the organisational culture of the service to the influence of the lengthy period of conflict and violence known as 'The Troubles' that made up the external environment in which police officers delivered a service to the community. The background and rationale of Best Value are explored, and through a detailed review of literature, the main operating principles of Best Value are identified. It is through the use of the Best Value principles that the current organisational culture of the PSNI was examined through a research strategy that had a balanced approach of qualitative and quantitative methods. The analysis of the data gleaned from the research identified a significant level of negativity towards Best Value. This was such that if strategic measures were not developed to assist with implementation, this would have led to potential improvements in service delivery and benefits for the Northern Ireland community being lost. Having examined the organisational culture of PSNI with regard to Best Value the study concludes that there is a need for a strategy to be used that effectively manages the influences of the organisational culture. The proposed strategy addresses issues that will directly impact the organisational culture, and provides a series of practical Constructs that can be introduced by PSNI. The strategy provides an effective framework to enable effective Best Value implementation.

Thesis (MPA)--University of Stellenbosch, 2004.
ENGLISH ABSTRACT: This research study explores the impact of organisational culture with specific reference to the South African Police Service (SAPS) culture on service delivery. The two interrelated concepts "organisational culture and service delivery are discussed broadly in terms of their challenges for the contemporary policing function which put emphasis on the provision of police service and accounatbility to the broader community. The premise of the study is based on literature research evidence that organisational culture is an important factor to influence employee behaviour towards organisational effectiveness and also determine how they respond to its external environment. At the same time a strong organisational culture can be rigid and become a hindrance to change. Service delivery is a critical challenge to the government's ongoing efforts to ensure that its delivery process is efficient and responsive, particularly to the needs of the previously disadvantaged communities. In recent years, this challenge reinforced the government to embark on broad transformation mechanisms in order to position public institutions in an environment where service delivery meets the public needs and expectations. Some of these mechanisms include the promulgation of legislation, regulations and a series of policy frameworks notably, The White Paper on Reconstruction and Development (ROP), 1994, The White Paper on the Transformation of the Public Service of 1995, Public Service Regulation of 1999 etc. However, the provision of efficient service delivery in public institutions is usually constrained by various factors such as lack of capacity and shortage of competency skills, financial and technological resources as opposed to the private sector which normally have these resources in abundance. Since lack of sufficient financial resources will always be a challenge for public service delivery enhancement, this study suggests that public institutions can incorporate some private sector strategies in order to be innovative and improve efficiency. Apart from a lack of the above mentioned resources as contributing factor to inefficient service delivery, available theory on organisational culture state that it is an all encompassing factor that influences employee behaviour in public institutions. Chapter 3 provides a theoretical framework on the concept of organisational culture, its formation, and its sources, how it is sustained in the organisation. Various models and examples of organisational culture as found in small and big organisations such as those associated with government agencies are analysed and distinguish in terms of why the size of the organisation can determine its prevailing culture. Small organisations with flat structures are considered to be flexible, autonomous, innovative and responsive to customer needs. On the other hand the traditional bureaucratic organisations such as government agencies like police organisations tend to be characterised by highly formal hierarchical structure with too many layers, operational rules and regulations which are intended to enforce control measures. However, type of structures are criticised for rigid systems, autocratic, and slow. Models for changing organisational culture in order to increase its effectiveness are suggested. After a theoretical discussion on both the concepts organisational culture and service delivery, the SAPS was used as a case study to establish the applicability and the extent to which organisational culture impact on service delivery. The first stage consist of analytical perspective of the SAPS historical military culture since its inception in 1913 and giving critical accounts of its operational phases that it had undergone until the new dispensation. Since the early 1990s until after April 1994 elections, marked a new era in the SAPS which embarked on broad transformation initiatives in order to change policing function from that of a narrow law and order maintenance to a fully integrated community policing which makes police officers to be accountable to the broader community by rendering police service and problem solving within a human rights culture. However, police culture has been widely criticised as a source of resistance to change and reform, and is often misunderstood. The prevailing police culture which was inherited from the previous paramilitary legacy such as the autocratic leadership style, traditional bureaucratic structure, corruption, secrecy, mistrust are some of the dominant indicators which are identifiable and commonalities among the different police agencies. These dominant features cause any resistance to any change initiative and are perceived with negative image. After contextualising the description of the SAPS, the study describes the methods and procedures used to conduct an empirical research project in the form of a pilot study conducted in two police stations in Cape Town. Data collection methods include the following: 1) literature review, 2) open-ended one-an-one interviews with the station commissioners from the selected stations, 3) distributing survey questionnaires which consist of close ended questionnaires to junior officers at police stations to determine their attitudes towards the organisations they work in, and 4) by means of observation. Theoretical evidence proves that police culture which is characterised by paramilitary, bureaucracy, rigid systems and procedures, inflexible structure still prevail in the SAPS and contributes significantly to lack of coordination, slow response and results inefficient service delivery. It is concluded that police stations are the primary centres where the public gets first hand experience when reporting their cases or need the help of police officers to solve problems in the community. In order to provide efficient police service, units which provide interrelated functions need to be fully integrated under one unit commander in order to improve coordination and prompt response. Policing crime is still the primary function of the police and police officers need to be fully equipped with competency skills and other capacity building programs that are consistent with the contemporary policing function.
AFRIKAANSE OPSOMMING: Hierdie navorsingstudie stelondersoek in na die impak van organisasiekultuur met spesifieke verwysing na die Suid-Afrikaanse Polisiediens (SAPD) se kultuur op dienslewering. Die twee verwante konsepte "organisasiekultuur"en "dienslewering"word breedvoerig bespreek teen die agtergrond van die agtergrond van die uitdagings wat dit stel vir die hedendaagse polisieringsfunsie wat dit beklemtoon dat die polisie 'n diens moet lewer en aanspeeklik moet wees teenoor die breer gemeenskap. Die studie se aanname is gebasseer op literatuurnavorsing wat toon dat organisasiekultuur 'n faktor is wat werknemersgedrag beinvloed ten opsigte van organisasie-effektiwiteit asook hoe werknemers reageer teenoor die eksterne omgewing. 'n Sterk organisasiekultuur word beskou as 'n bindende faktor tussen werkers en die organisasie en dit skep kosekwentheid en rigting. 'n Sterk organisisasiekultuur kan terselfdetyd rigied wees en 'n struikelblok word in die weg van voorgestelde verandering aangesien verandering beskou kan word as inmenging in die normale gang van die organisasie. Hierteenoor het 'n meer buigsame kultuur die voordeel van aanpasbaarheid ten opsigte van verandering. Dienslewering is 'n volgehoue uitdaging vir die regering se se volgehoue pogings om te verseker dat sy leweringsproses effektief is en die behoeftes van spesifiek die voorheen benadeelde groepe aanspreek. Hierdie uitdaging het die regering genoop om transformasie-meganismes daar te stel ten einde openbare instellings in staat te stelom leweringsagente te word wat die behoeftes en uitkomste-verwagtinge van almal aanspreek. Van die meganismes sluit in die promulgering van wetgewing en beleid soos die Heropbou-en Ontwikkelingsprogram (HOP) Witskrif, 1994, die Transformasie van Openbare Dienste Witskrif, 1995, die Openbare Diens Reguleringswet van 1999 ensomeer. Die lewering van effektiewe dienste word gewoonlik beperk deur deur veskeie faktore soos 'n gebrek aan kapasiteit en vaardighede, asook finasiele en tegnologiese hulpbronne wat normaalweg tot die beskiking van die private sektor is. Gegewe dat 'n tekort aan finansiele hulpbronne altyd 'n uitdaging vir effektiewe openbare sektor dienslewering sal wees, stel hierdie studie voor dat openbare instellings sekere privaatsektor strategiee kan inkorporeer ten einde innovasie en effektiwiteit te verbeter. Behalwe bogenoemde beperkende faktore, stel beskikbare organisasiekultuur-teorie dit dat dit ook organisasiekultuur is wat openbare sektor amptenare se gedrag is wat die kwaliteit en vlak van dienslewering beinvloed. Hoofstuk drie bied 'n teoretiese raamwerk vir die konsep organisasiekultuur ten opsigte van hoe dit geskep en in stand gehou word binne organisasies. Verskeie modelle en voorbeelde van organisasiekultuur binne klein sowel as groor organissaies word ontleed en daar word gekyk na hoe die grootte van 'n organisasie organisasiekultuur beinvloed. Klein organisasies met 'n plat struktuur word beskou as buigsaam, outonoom, innoverend en daartoe in staat om die vebruiker se behoeftes aan te spreek. Daarteenoor word tradisionele burokratiese organisasies soos polisie-organisasies gekenmerk deur formele strukture met te veel vlakke, operasionele reels en regulasies ten einde volle beheer te he oor prosedures. Die rigiede stelsels, outokrasie, en stadiege leweringsproses van sulke strukture word dikwels gekritiseer. Modelle om organisasiekultuur te verander ten einde effektiwiteit te verbeter word voorgestel. Die teoretiese bespeking van die konsepte organisasiekultuur en dienslewering word gevolg deur 'n gevallestudie van die SAPD ten einde te bepaal die mate waartoe organisasiekultuur impakteer op dienslewering. Die eerste fase behels 'n analitiese perspektief van die SAPD se historiese militere kultuur sedert 1913 asook' n kritiese blik op operasionele fases waardeur die SAPD gegaan het tot en met die nuwe dispensasie. Die vroee 1990s tot net na die April 1994 verkiesing verteenwoordig' n nuwe era in die SAPD ten opsigte van transformasie inisiatiewe wat daarop gerig was om die polisieringsfunksie te verander van 'n agent wat eng gefokus was op die handhawing van wet en orde na 'n geintegreerde polisiediens wat aanspeeklik is teenoor die bree gemeenskap. Dit behels die lewering van 'n polisiediens sowel as probleem-oplossing binne die konteks van 'n menseregte-kultuur. Polisiekultuur word, as gevolg van misverstande, dikwels beskou as 'n bron weerstand teen verandering. Die heersende organisasiekultuur - wat 'n nalatenskap is van die vorige paramilitere styl byvoorbeeld outokratiese leierskapstyl, tradisionele burokratiese strukture, korrupsie, geheimhouding, wantroue - is van die dominante indikatore wat gemeenskaplike eienskappe is van die verskeie polisie-agentskappe. Hierdie dominante kenmerke veroorsaak weerstand teen enige veranderingsinisiatief en word as negatief beskou. Die beskrywing van die SAPD word gevolg deur' n uiteensetting van metodes en prosedures wat gebruik was tydens die empiriese navorsing wat gedoen was by twee polisiestasies in Kaapstad. Data insamelingsmetodes sluit in: 1) lieratuurnavorsing, 2) ope een-tot-een onderhoude met die stasiekomisarisse van die twee stasies, 3) die verspreiding van geslote vraelyste aan junior offisiere by polisiestasies ten einde hul houding te bepaal teenoor die organisaies waar hulle werk, en 4) observasies. Teoretiese bewyse toon dat die polisiekultuur wat normaalweg gekenmerk word deur paramilitere, buroktariese, rigiede stelsels en prosedures steeds bestaan binne die SAPD en dat dit bydra tot swak koordinasie, swak response en oneffektiewe dienslewering. Ten slotte word gemeld dat polisiedienssentra plekke is waar die publiek eerstehands kennis maak met dienslewering. Ten einde 'n effektiewe diens te lewer, behoort eenhede wat verwante diense lewer geintegreer te word onder die bevel van een bevelvoerder. Misdaadvoorkoming is steeds die primere funksie van die SAPD en beamptes moet toegerus word met die nodige bevoegdhede, vaardighede asook kapasiteitsbouprogramme wat in lyn is met die kontemporere polisieringsfunksie.

Police work tasks are diverse and require the ability to take command, demonstrate leadership, make serious decisions and be self directed (Beck, 1999; Brunetto & Farr-Wharton, 2002; Howard, Donofrio & Boles, 2002). This work is usually performed in pairs or sometimes by an officer working alone. Operational police work is seldom performed under the watchful eyes of a supervisor and a great amount of reliance is placed on the high levels of motivation and professionalism of individual officers. Research has shown that highly motivated workers produce better outcomes (Whisenand & Rush, 1998; Herzberg, 2003). It is therefore important that Queensland police officers are highly motivated to provide a quality service to the Queensland community. This research aims to identify factors which motivate Queensland police to perform quality work. Researchers acknowledge that there is a lack of research and knowledge in regard to the factors which motivate police (Beck, 1999; Bragg, 1998; Howard, Donofrio & Boles, 2002; McHugh & Verner, 1998). The motivational factors were identified in regard to the demographic variables of; age, sex, rank, tenure and education. The model for this research is Herzberg’s two-factor theory of workplace motivation (1959). Herzberg found that there are two broad types of workplace motivational factors; those driven by a need to prevent loss or harm and those driven by a need to gain personal satisfaction or achievement. His study identified 16 basic sub-factors that operate in the workplace. The research utilised a questionnaire instrument based on the sub-factors identified by Herzberg (1959). The questionnaire format consists of an initial section which sought demographic information about the participant and is followed by 51 Likert scale questions. The instrument is an expanded version of an instrument previously used in doctoral studies to identify sources of police motivation (Holden, 1980; Chiou, 2004). The questionnaire was forwarded to approximately 960 police in the Brisbane, Metropolitan North Region. The data were analysed using Factor Analysis, MANOVAs, ANOVAs and multiple regression analysis to identify the key sources of police motivation and to determine the relationships between demographic variables such as: age, rank, educational level, tenure, generation cohort and motivational factors. A total of 484 officers responded to the questionnaire from the sample population of 960. Factor analysis revealed five broad Prime Motivational Factors that motivate police in their work. The Prime Motivational Factors are: Feeling Valued, Achievement, Workplace Relationships, the Work Itself and Pay and Conditions. The factor Feeling Valued highlighted the importance of positive supportive leaders in motivating officers. Many officers commented that supervisors who only provided negative feedback diminished their sense of feeling valued and were a key source of de-motivation. Officers also frequently commented that they were motivated by operational police work itself whilst demonstrating a strong sense of identity with their team and colleagues. The study showed a general need for acceptance by peers and an idealistic motivation to assist members of the community in need and protect victims of crime. Generational cohorts were not found to exert a significant influence on police motivation. The demographic variable with the single greatest influence on police motivation was tenure. Motivation levels were found to drop dramatically during the first two years of an officer’s service and generally not improve significantly until near retirement age. The findings of this research provide the foundation of a number of recommendations in regard to police retirement, training and work allocation that are aimed to improve police motivation levels. The five Prime Motivational Factor model developed in this study is recommended for use as a planning tool by police leaders to improve motivational and job-satisfaction components of police Service policies. The findings of this study also provide a better understanding of the current sources of police motivation. They are expected to have valuable application for Queensland police human resource management when considering policies and procedures in the areas of motivation, stress reduction and attracting suitable staff to specific areas of responsibility.

This action research based thesis focuses on work-related psychological trauma and its management, within the context of the British police service. A case study on one force facilitates detailed exploration of ways in which police occupational culture may impede the provision and acceptance of trauma management schemes. A national questionnaire-based survey of United Kingdom police forces establishes the scope and nature of their trauma management provisions and identifies strengths and weaknesses. Few trauma research studies have concentrated upon the affective domain of the British police service and there is limited understanding of how personal emotions are managed in the police organisation, or how its culture can affect the individual's experience of work-related trauma in an unhelpful way. The study aims to increase knowledge and understanding in this area and to assist British police forces in their attempts to reduce police sickness absences and ill health retirements, which may result from exposure to workrelated trauma. Two main study concerns are addressed by different means. The thesis is arranged as an introduction that includes discussion of the methodological approach adopted, seven chapters, conclusions and recommendations. Chapter one sets the scene by scrutinising the police service as a modern work organisation. Having clarified the basic principles of British policing, it outlines how the service has developed, exploring the difficulties and tensions police officers at all levels experience in trying to fulfil their current roles and responsibilities. Chapter two looks at the nature and potential effects of 'critical' incidents and traces the history of trauma recognition and critical incident debriefing, discussing the current debate on the efficacy of the latter and its value for police personnel. Chapter three examines current national and local police trauma management provisions and chapter four focuses on the identification and management of key risks posed to the police organisation, arising from work-related trauma. Chapter five explores police officers' experiences of trauma through descriptions of three 'service' roles and critical incident scenarios and by focusing on how certain aspects of police culture may intensify and prolong their initial distress. Chapter six shows the ways in which the police organisation seeks to manage its members' emotions through its selection, training and socialisation processes and how its success in doing so can impede the delivery and takeup of trauma management services. Chapter seven then outlines the main theoretical concepts underpinning the thesis, explaining why the police organisation requires officers to manage their emotions in particular ways and outlining mechanisms it has adopted as corporate defences against anxiety. A summary of conclusions follows and the thesis ends with recommendations to effect improvements to the quality and consistency of services being offered.

Cette recherche porte sur le contenu d'écrits contemporains de policiers français. L'analyse permet de dégager les caractéristiques du comportement et de la réflexion des policiers face à leur métier, leur fonction, leur milieu et leur environnement. C'est une approche par l'écrit de la "culture professionnelle" des policiers
The followong research analyses the contents of numerous literary ouevres by police officers. The aim is to extract behavioural and intellectual characteristics inherent tothe profession, the functions and the institutional environment. This inquiry contributes to the analysis of the "professional culture" of French Police Officers

This work takes the model of a climate of organisational engagement provided by Kahn (1990) as the theoretical basis for renewed research within the context of UK policing. It is argued that the fiscal, structural and political environment of UK policing has changed to such an extent as to both render some aspects of classic police cultural commentary out-dated, but also create an environment in which material job resources, such as equipment and the allocation of officers, are of crucial importance to police officer psychology. It is argued that this emphasis on material job resources is a necessary development of Kahn’s (1990) original theory of the preconditions for engagement due to the context of the policing environment which exhibits instances of physical danger, distinct from Kahn’s (1990) original case setting. The application of a critical realist research paradigm to a comparative study of employee engagement in two contrasting police forces produces a model that modifies Kahn’s (1990) psychological preconditions for engagement. To create the conditions in which officers can fully engage in their roles, policing organisations must provide a benchmark level of material job resources as a precursor to furnishing an environment in which officers feel psychological safety, availability and meaningfulness. Without these benchmark material resources it is argued that officers cannot psychologically engage in their work. Collectively it is argued that both the material and psychological preconditions form the climate of engagement that predicts in role personal engagement. In pursuit of study for a professional Doctorate in Business Administration the work then reflects upon this theoretical development in context, suggesting a number of HRM interventions which may be particularly applicable to achieving improved engagement within the organisational setting.

Leadership has a direct influence on actions in the work environment that enable changes. The present study examines the views of employees on effective leadership in implementing change in the context of the Abu Dhabi Police (ADP). Employing a mixed-methods approach comprising the use of survey instruments, interviews and documents, the study identifies strengths and weaknesses in the ADP‘s leadership. Using a random sample of 288 ADP employees, the results of the survey, interviews and documentanalysis consistently show that the ADP leadership was dominated by a top-down approach and a directive and commanding leadership style which was effective in terms of having a clear vision for change, motivating employees to change and using empowerment and delegation, but rather weak in communicating change to employees and involving them in change, due to the culture and traditions. The findings also suggest that the employees‘ perceptions of leadership varied according to education, working experience and job position. Therefore, the ADP leadership should pay attention to the demands and expectations of employees at all levels in order to implement change more efficiently. The study further demonstrates that the six characteristics of leadership were intertwined. The organizational culture, which is rooted in Arab culture and police culture, has shaped the leadership styles in the ADP. The study contributes to a better understanding of the ADP‘s leadership characteristics and highlights future directions for improvement:the ADP leadership should focus on developing a better communication strategy and making employees more involved in the implementation of change. This study can be used as a model for future studies in other similar police leadership settings.

The reform measures recommended by the Commission of Inquiry into Possible Illegal Activities and Associated Police Misconduct (referred to as the "Fitzgerald Inquiry") radically transformed the face of policing in Queensland. The most significant of these recommendations was the establishment of an external oversight body, the Criminal Justice Commission (CJC), which has independence from executive government and holds the power to investigate not only police but any public servant or politician. Other recommendations included "Whistleblower" legislation, increasing sanctions for serious misconduct, lateral recruitment and promotion by merit rather than seniority. The first main research question tested in this thesis is whether these reform measures have produced improvements in the following areas: the efficiency and effectiveness of the processes for dealing with complaints against police; public confidence in those processes and the public standing of the Queensland Police Service (QPS) generally; standards of police behaviour; the incidence of corrupt conduct; and police attitudes towards reporting misconduct by their fellow officers. These Fitzgerald Inquiry reforms were strategies primarily derived from two schools of thought describing the nature and cause of police corruption: deterrence based theory (including "individual" or "rotten apple" theory) and cultural (also labeled "cultural" or "socialisation") based theory. To date most strategies used to combat police corruption have been underpinned by these theories. A third theory - situational based theory (sometimes titled "environmental" or "opportunity" theory) - which has had success in crime prevention, has been scarcely used in the area of police corruption. However, an extensive body of research has affirmed the effects of situational factors on police behaviour, suggesting the potential for the application of situational crime prevention initiatives in combatting police corruption. The second research question proposed in this thesis is whether situational based theory could also be beneficial in the prevention of police corruption. Data drawn upon to test the first research question were interviews and surveys with police officers, public attitude surveys and statistics from the processing of complaints against police. Although each source has limitations, collectively the data are sufficiently comprehensive - and robust - to defend conclusions about the general direction of the changes which have occurred. These data indicate that the Fitzgerald Inquiry reforms have, at least to some degree, had their intended impact on the QPS. These reforms have contributed to an apparent improvement in public confidence in the complaints system and the QPS generally. Moreover, the available evidence suggests that the Fitzgerald Inquiry reforms have resulted in a weakening of the police code of silence. As far as the specific issue of corruption in the QPS is concerned, it is difficult to draw firm conclusions from existing data sources. However, the weight of the available evidence is that such conduct is less pervasive and occurs at lower levels than was the case in the pre-Fitzgerald Inquiry QPS. It is very difficult to ascertain which reform components were the most effective and which were not helpful at all, as these reform measures were initiated simultaneously. For example, the negative elements of the police culture may have been eliminated or reduced but whether it was the cultural strategies or one of the deterrence based strategies influencing officer behaviour remains unknown. The second main research question the thesis poses is that the use of situational crime prevention techniques has potential for contributing to the prevention of police corruption. A situational analysis of complaints against police data, including the development of a typology for classifying types of police corruption and misconduct, was used as an example of how this may be accomplished in Queensland. The study provides some, albeit limited, support for the hypothesis that situational crime prevention methods are applicable to police corruption. Based upon three years of complaints data, enough homogenous cases were gathered to enable the analysis of four categories of police corruption - Opportunistic Thefts, Driving under the Influence, Assault (while off-duty), and Theft from Employer. Given that this study only used three years of complaints data held by the CJC and more than nine years of data exist, productive situational analyses of many other categories of corruption is probable. This study also illustrated that complaints against police data are being under utilised by the QPS and the CJC. For future research in the situational analysis of complaints data, I recommend improving the gathering of data from complaints files for storage in electronic form to enable situational prevention analysis to be conducted more readily. A geographical example was used to illustrate further how complaints against police data could be more extensively utilised as a prevention tool. This analysis was conducted at an organisation unit level determined primarily by geographical factors. The complaint patterns of units of similar "task environments", as measured by unit size and type of duties performed, were compared in an attempt to identify those units experiencing the presence or absence of "bad apples" or a "negative culture". This study led to the conclusion that a divisional analysis of complaints data can provide information valuable in combatting police corruption. When task environment was held constant, it was possible to identify units experiencing the effects of possible "bad apples" and/or "negative cultures". Once these particular units were identified, intervention strategies to address the units' particular problem could be constructed. Future research in this area would involve ongoing divisional data analysis followed-up by individual assessment of officers identified as "bad apples", or a "compare-and-contrast" procedure to distinguish features requiring correction in units identified as having a "negative culture". The research findings presented in this thesis are that progress has occurred in a number of areas in addressing the problems identified by the Fitzgerald Inquiry, but that there is undoubtedly scope for more to be achieved. Despite the very significant increase in the resources and powers available to investigators post-Fitzgerald, it is still difficult to prove that a police officer engaged in misconduct, or that other officers were aware of this fact and had failed to take action, because of the constraints imposed by evidentiary and legal requirements. Thus, while it is vital to maintain an effective and credible independent complaints investigation system and ensure that there is a proper internal discipline process in place, the scope for increasing the "deterrent power" of the present system is limited. Putting more resources into complaints investigations might make a difference at the margins, but is unlikely to lead to a significant increase in the probability of a complaint being substantiated and a sanction imposed. Investing more resources in investigations has an additional cost in that such resources are then lost to other efforts to combat corruption that may provide more fruitful results in the long term. The value of an occasional substantiation is placed above the ability to engage in a large amount of prevention work. Inevitably then, three clear messages are apparent. First, continued effort must be made to modify the organisational climate of the QPS in terms of commitment to integrity. Recommended strategies to accomplish this end are to continue the recruitment of more educated, female and older officers to reduce police-citizen conflict and the negative elements of the police culture, and also to develop a comprehensive, integrated approach to ethics education for QPS officers at all ranks and positions. Second, other forms of deterrence against misconduct are needed such as the use of covert strategies like integrity testing which could be conducted in conjunction with the CJC. Third, a greater emphasis needs to be placed on developing and implementing preventive strategies. This thesis has shown that valuable prevention strategies can be gained from situational and divisional analysis of complaints data, and a range of proactive management options based upon situational crime prevention theory are recommended. These strategies have application in any police service.

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Através das lentes da sociologia das profissões e da sociologia das organizações policiais, desbrava-se um espaço pouco conhecido tanto para a comunidade acadêmica quanto para a sociedade em geral: o agir da Polícia Rodoviária Federal (PRF), ou a forma de atuação de seus policiais. Para além das competências legais e da identificação do lugar da PRF no sistema de segurança pública do Brasil, o trabalho objetiva se voltar para seu modus operandi, dirigindo o olhar para o que seja o padrão operacional dos agentes que fazem o policiamento ostensivo das rodovias federais. Tal conhecimento é relevante na medida em que essas informações constituem um dos indicadores da qualidade do regime político existente em uma sociedade. O objetivo geral do presente trabalho é, portanto, investigar o exercício do mandato policial pela Polícia Rodoviária Federal, através da articulação entre suas dimensões legais/abstratas, práticas e simbólicas. Para tanto, realizou-se pesquisa documental e vinte entrevistas semiestruturadas, cujos produtos foram interpretados com o auxílio da análise de conteúdo. Após a definição de características essenciais à função de polícia nos contextos democráticos, partiu-se para a apreciação dos elementos internos e externos, sugeridos por Manning, que dificultam a definição clara e o cumprimento adequado de seu mandato pelas instituições de segurança pública (manipulação de aparências, características ocupacionais da profissão policial, ingerência política, controle ineficiente da atividade e o dilema entre a lei e a ordem). Os resultados indicam que em determinados aspectos, como o fortalecimento do controle legal da atividade e a tentativa de blindagem em relação à (má) influência política, a PRF já se encontra num estágio relativamente avançado de desenvolvimento de medidas para se fortalecer como instituição democrática. Já em outros, como os padrões da cultura ocupacional vigente interna corporis, ainda há um longo caminho a ser percorrido para atingir a polícia se quer em contraposição à polícia que se tem.
Through the lenses of the sociology of professions and of the sociology of law enforcement organisations, an area little known to both the academic community and society in general is addressed in this paper: the actions of the Brazilian Federal Highway Police (Polícia Rodoviária Federal - PRF), or its officers’ way of working. In addition to the establishment of legal jurisdictions and the identification of the PRF’s standing in the Brazilian public security system, this work aims to look at its modus operandi, directing its gaze at the operational standard of the officers who ostensibly police federal highways. Such knowledge is relevant to the extent in which said information constitutes one of the indicators of the quality of the existing political system in a society. The overall objective of this study is therefore to investigate the practice of law enforcement by the Brazilian Federal Highway Police in linking its legal/abstract, practical and symbolic dimensions. Documentary research and twenty semi-structured interviews took place to accomplish the afore-mentioned purpose, and the data collected was interpreted with the help of content analysis. After defining essential characteristics to the police’s role in democratic contexts, the next step was the appreciation of the internal and external elements, as suggested by Manning, which hinder the clear definition and the proper fulfilment of their enforcement by the institutions of public safety (manipulation of appearances, the profession’s occupational features, political interference, inefficient control of the activity and the dilemma between law and order). The results indicate that in certain aspects, such as the strengthening of the legal control of the activity and the attempt to shield itself from (bad) political influence, the PRF is already in a relatively advanced stage in the development of measures to strengthen itself as a democratic institution. In others, however, such as the standards of the current occupational culture interna corporis, there is still a long way to go in order to achieve the desired police as opposed to police that exists.

In 1996 the Police Service of Western Australia embarked on a major and ongoing period of change regarding all aspects of local policing. Part of this program involved the adoption of a number of practices that included an undertaking to pay increased attention to issues such as a customer focus, problem solving, a commitment to developing and motivating personnel, a localised delivery of policing services and improved management practices. This research was conducted for the purpose of uncovering the factors that create the unique environment of the Police Service of Western Australia and exploring how these might impact upon the manner in which officers conduct their daily duties. More specifically the purpose was to determine if there existed any aspects of organizational culture or structure that have an influence on the ability and/or willingness of officers to carry out their duties according to the processes and procedures of either the problem solving or the problem-oriented policing philosophy. The research methodology was guided by the grounded theory approach. Twenty-eight interviews were conducted with constables, sergeants, inspectors and superintendents as it was considered that these ranks best represented the views of the members of the organization in terms of numbers and those most affected by day-to-day events. The data analysis revealed the existence of 13 factors that all exhibit negative aspects and collectively create a Basic Social Problem that has been termed 'Feeling Vulnerable'. Although all of these factors have been well known for many years, the current research integrates these in a new way in order to produce a model of the organization that demonstrates how they combine to create an environment that is counter-productive to the implementation of a problem-solving or problem-oriented approach to policing by members of The Police Service of Western Australia at many levels. The Basic Social Process disclosed by the current research has been termed 'Controlling By Avoidance'. It is based on four tactics used by officers to control their working environment. The employment of one or more of these tactics by officers is designed to give the impression of engaging with issues while simultaneously exerting control over events in order to prevent the occurrence of outcomes that experience tells them are likely to have undesirable personal consequences. The intention is to create an environment where they hope to be safe from the consequences of problems that will inevitably occur at some time. As well as providing an explanation for the conduct of officers under the problem solving model the analysis also provides an insight into why the organization has apparently avoided coming to grips with the implementation of the full Goldstein model of problem-oriented policing. This appears to be due to concerns on the part of senior management about the likelihood of a loss of control over subordinate ranks and the personal problems that this would generate for them. Recommendations are made about the need to adopt the Goldstein model and the steps required to successfully implement this approach are listed.

In 1996 the Police Service of Western Australia embarked on a major and ongoing period of change regarding all aspects of local policing. Part of this program involved the adoption of a number of practices that included an undertaking to pay increased attention to issues such as a customer focus, problem solving, a commitment to developing and motivating personnel, a localised delivery of policing services and improved management practices. This research was conducted for the purpose of uncovering the factors that create the unique environment of the Police Service of Western Australia and exploring how these might impact upon the manner in which officers conduct their daily duties. More specifically the purpose was to determine if there existed any aspects of organizational culture or structure that have an influence on the ability and/or willingness of officers to carry out their duties according to the processes and procedures of either the problem solving or the problem-oriented policing philosophy. The research methodology was guided by the grounded theory approach. Twenty-eight interviews were conducted with constables, sergeants, inspectors and superintendents as it was considered that these ranks best represented the views of the members of the organization in terms of numbers and those most affected by day-to-day events. The data analysis revealed the existence of 13 factors that all exhibit negative aspects and collectively create a Basic Social Problem that has been termed 'Feeling Vulnerable'. Although all of these factors have been well known for many years, the current research integrates these in a new way in order to produce a model of the organization that demonstrates how they combine to create an environment that is counter-productive to the implementation of a problem-solving or problem-oriented approach to policing by members of The Police Service of Western Australia at many levels. The Basic Social Process disclosed by the current research has been termed 'Controlling By Avoidance'. It is based on four tactics used by officers to control their working environment. The employment of one or more of these tactics by officers is designed to give the impression of engaging with issues while simultaneously exerting control over events in order to prevent the occurrence of outcomes that experience tells them are likely to have undesirable personal consequences. The intention is to create an environment where they hope to be safe from the consequences of problems that will inevitably occur at some time. As well as providing an explanation for the conduct of officers under the problem solving model the analysis also provides an insight into why the organization has apparently avoided coming to grips with the implementation of the full Goldstein model of problem-oriented policing. This appears to be due to concerns on the part of senior management about the likelihood of a loss of control over subordinate ranks and the personal problems that this would generate for them. Recommendations are made about the need to adopt the Goldstein model and the steps required to successfully implement this approach are listed.

The experiences of dyslexic adults in education as well as the 'caring professions' of nursing, teaching and social work continue to be fertile ground for academic study. This study extends the range of current academic knowledge of dyslexia in the workplace by exploring the experiences of dyslexic police officers across England and Wales. The context is the extension of disability-related equality legislation to the police service in 2004. The overarching aim of the study is to examine the experiences and perceptions of dyslexic police officers who are 'on-the-streets' and not in the classroom environment. This research is underpinned by the principles of the social model of disability (Oliver 1990) and in it, dyslexia is understood not as a stand-alone difference but rather as an aspect of neurodiversity (Cooper 2009) A qualitative and exploratory research strategy was adopted. Data was collected by way of self-completed questionnaires and from face-to-face semi-structured interviews with twenty-five serving or recently resigned dyslexic police officers from ten police services from across England and Wales. The data was analysed using Layder's theory of domains and his adaptive theory (Layder 2005 & 2013). This study identified that the overwhelming majority of dyslexic police officers experienced a broad range of attitudinal, procedural and police 'barriers' to their full integration into the police organisation. All of the participants in this study had disclosed to their employing police service that they were dyslexic. Participant understanding of dyslexia and disability was deeply rooted within the medical model rather than the social model. The study identified substantial evidence of bullying, and discrimination was identified across the broad range of police services as well as significant failings in the provision of workplace assessments by Job Centre staff. Despite this treatment very few participants complained or sought redress. The dominance of the medical model of disability in wider society, together with negative aspects of police 'occupational' culture, were identified as key factors in the participants' decision making processes. This research concludes that institutional disablism in terms of dyslexia is widespread across some police services in England and Wales despite the extension of the disability discrimination legislation to the police service. The research concludes with some recommendations for policy and practice.

In 1996 the Police Service of Western Australia embarked on a major and ongoing period of change regarding all aspects of local policing. Part of this program involved the adoption of a number of practices that included an undertaking to pay increased attention to issues such as a customer focus, problem solving, a commitment to developing and motivating personnel, a localised delivery of policing services and improved management practices. This research was conducted for the purpose of uncovering the factors that create the unique environment of the Police Service of Western Australia and exploring how these might impact upon the manner in which officers conduct their daily duties. More specifically the purpose was to determine if there existed any aspects of organizational culture or structure that have an influence on the ability and/or willingness of officers to carry out their duties according to the processes and procedures of either the problem solving or the problem-oriented policing philosophy. The research methodology was guided by the grounded theory approach. Twenty-eight interviews were conducted with constables, sergeants, inspectors and superintendents as it was considered that these ranks best represented the views of the members of the organization in terms of numbers and those most affected by day-to-day events. The data analysis revealed the existence of 13 factors that all exhibit negative aspects and collectively create a Basic Social Problem that has been termed “Feeling Vulnerable”. Although all of these factors have been well known for many years, the current research integrates these in a new way in order to produce a model of the organization that demonstrates how they combine to create an environment that is counter-productive to the implementation of a problem-solving or problem-oriented approach to policing by members of The Police Service of Western Australia at many levels. The Basic Social Process disclosed by the current research has been termed “Controlling By Avoidance”. It is based on four tactics used by officers to control their working environment. The employment of one or more of these tactics by officers is designed to give the impression of engaging with issues while simultaneously exerting control over events in order to prevent the occurrence of outcomes that experience tells them are likely to have undesirable personal consequences. The intention is to create an environment where they hope to be safe from the consequences of problems that will inevitably occur at some time. As well as providing an explanation for the conduct of officers under the problem solving model the analysis also provides an insight into why the organization has apparently avoided coming to grips with the implementation of the full Goldstein model of problem-oriented policing. This appears to be due to concerns on the part of senior management about the likelihood of a loss of control over subordinate ranks and the personal problems that this would generate for them. Recommendations are made about the need to adopt the Goldstein model and the steps required to successfully implement this approach are listed.