Artykuły w czasopismach: „Police culture”

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James, Steve, i Ian Warren. "Police culture". Journal of Australian Studies 19, nr 43 (styczeń 1995): 3–15. http://dx.doi.org/10.1080/14443059509387194.

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Hardy, Bryan. "The Culture Police". Journal of Psychosocial Nursing and Mental Health Services 35, nr 1 (styczeń 1997): 42–43. http://dx.doi.org/10.3928/0279-3695-19970101-19.

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Paesen, Heidi, Jeroen Maesschalck i Kim Loyens. "Beyond police culture". Policing: An International Journal 42, nr 5 (10.10.2019): 814–31. http://dx.doi.org/10.1108/pijpsm-12-2018-0171.

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Purpose Combining insights from the traditional literature on police culture with insights from the broader literature on organisational culture and on grid-group cultural theory (Douglas, 1970), the purpose of this paper is to introduce a new 15-dimensional framework of “organisational culture in the police” and test this framework via a survey instrument. This new conceptualisation is broader than the traditional police culture concept and allows for comparisons of the police with other organisations. Design/methodology/approach A newly developed instrument to measure the 15-dimensional framework, called the “Leuven Organisational Culture Questionnaire (LOCQ)”, was tested in 64 local police forces in Belgium (n=3,847). Findings The hypothesised 15-dimensional model is largely confirmed by confirmatory factor analysis. Assessments of between-unit variation show that the LOCQ is sufficiently sensitive to identify differences between work units in police organisations. The authors also find that traditional police culture characteristics tend to vary slightly less between units than the other characteristics. Also, there is less variation for characteristics related to police work (e.g. law enforcement orientation and citizen orientation) than for characteristics associated with the unit level (e.g. weak supervisory support and internal solidarity) or the organisational level (e.g. rule orientation and results orientation). Originality/value This paper expands the traditional “police culture” concept to a more generic and theory-driven conceptualisation of “organisational culture in the police”. The survey instrument offers a standardised way to map and compare culture within police organisations, and to compare it with the culture of other organisations both within and outside law enforcement.

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CHAN, J. "CHANGING POLICE CULTURE". British Journal of Criminology 36, nr 1 (1.01.1996): 109–34. http://dx.doi.org/10.1093/oxfordjournals.bjc.a014061.

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TERRILL, WILLIAM, EUGENE A. PAOLINE i PETER K. MANNING. "POLICE CULTURE AND COERCION*". Criminology 41, nr 4 (listopad 2003): 1003–34. http://dx.doi.org/10.1111/j.1745-9125.2003.tb01012.x.

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Singhvi, G. C. "India's Contemporary Police Culture". Indian Journal of Public Administration 36, nr 3 (lipiec 1990): 580–88. http://dx.doi.org/10.1177/0019556119900324.

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Pickett, Justin, i Justin Nix. "Demeanor and police culture". Policing: An International Journal 42, nr 4 (12.08.2019): 537–55. http://dx.doi.org/10.1108/pijpsm-09-2018-0133.

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Purpose The purpose of this paper is to revisit classic theoretical arguments regarding the broad effects of civilian demeanor on policing and extend associated findings. Design/methodology/approach The theoretical framework draws on insights from the literatures on police culture, the group engagement model and fairness heuristic theory. The authors argue that demeanor is best conceptualized as the degree of procedural justice exhibited by civilians toward police. Theoretically, procedurally just cooperation should influence officers’ adherence to police culture by affecting their social identification and assessments of civilians’ motives and moral deservingness. To test the hypotheses, the authors surveyed sworn officers from a large metropolitan police department in the southeastern USA in the Fall of 2016. Findings Results reveal that officers use their procedural justice judgments as heuristics to assess civilians’ trustworthiness, dangerousness, and moral deservingness, and these judgments influence their policing style. Officers who perceive greater procedurally just cooperation by civilians feel less threatened by the public, are more willing to use procedural justice themselves, and are less supportive of a “tough cop” policing style. Originality/value The authors propose that: civilian demeanor is best conceptualized as the extent to which civilians exhibit procedural fairness toward the police; and in order for meaningful police reform to occur, it is important to acknowledge the role of civilian demeanor in shaping officers’ attitudes, beliefs and behaviors.

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Cockcroft, Tom. "Police Culture: Histories, Orthodoxies, and New Horizons". Policing: A Journal of Policy and Practice 11, nr 3 (13.06.2017): 229–35. http://dx.doi.org/10.1093/police/pax029.

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Cohen, Irwin M., Amanda V. McCormick i Bob Rich. "Creating a Culture of Police Officer Wellness". Policing: A Journal of Policy and Practice 13, nr 2 (8.02.2019): 213–29. http://dx.doi.org/10.1093/police/paz001.

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Waugh, Linda, Andrew Ede i Avril Alley. "Police Culture, Women Police and Attitudes towards Misconduct". International Journal of Police Science & Management 1, nr 3 (grudzień 1998): 288–300. http://dx.doi.org/10.1177/146135579800100307.

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Pesti, Tünde. "Measures against prejudice at the Hungarian Police – theoretical research on police culture and cop culture". Belügyi Szemle 69, nr 4. ksz. (19.10.2021): 21–30. http://dx.doi.org/10.38146/bsz.spec.2021.4.2.

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The author would like to present the measures taken by the Hungarian Police against prejudice in the context of this article. For the analysis, she has chosen the police and cop culture approach. Her aim is to present the organisational framework and the human being itself separately. In the author’s opinion, training and education fall between the two cultures. The author proposes further research and education on cop culture, and suggests the introduction of intercultural education to prevent prejudicial behaviour and improve cooperation. The author considers that, by teaching both subjects, police officers will have a better understanding of both prejudices and the dangers of the police profession.

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Faull, Andrew. "Police Culture and Personal Identity in South Africa". Policing: A Journal of Policy and Practice 11, nr 3 (21.04.2017): 332–45. http://dx.doi.org/10.1093/police/pax016.

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Pelfrey, William V. "Book Review: Understanding Police Culture". Criminal Justice Review 24, nr 1 (maj 1999): 88–89. http://dx.doi.org/10.1177/073401689902400122.

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Chui, Wing Hong. "Review: Violence and Police Culture". Australian & New Zealand Journal of Criminology 34, nr 3 (grudzień 2001): 311–12. http://dx.doi.org/10.1177/000486580103400309.

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Prenzler, Tim. "Is There a Police Culture?" Australian Journal of Public Administration 56, nr 4 (grudzień 1997): 47–56. http://dx.doi.org/10.1111/j.1467-8500.1997.tb02488.x.

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Campeau, Holly. "‘Police Culture’ at Work: Making Sense of Police Oversight". British Journal of Criminology 55, nr 4 (8.01.2015): 669–87. http://dx.doi.org/10.1093/bjc/azu093.

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Silvestri, Marisa. "Police Culture and Gender: Revisiting the ‘Cult of Masculinity’". Policing: A Journal of Policy and Practice 11, nr 3 (31.01.2017): 289–300. http://dx.doi.org/10.1093/police/paw052.

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VENUKAPALLI, Prof Ph D. Sudhakar. "POLICE TRAINING TO POLICE EDUCATION: A PARADIGM SHIFT IN POLICE CURRICULUM". Pro Edu. International Journal of Educational Sciences 3, nr 4 (27.01.2021): 71–84. http://dx.doi.org/10.26520/peijes.2021.4.3.71-84.

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Police Education and Training is central to the successful realization of the constitutional democracy and protection of human rights. An attempt is made in this paper to evolve a curriculum framework for a people-sensitive Police Training and Education. One of the important objectives of this framework is to search for quality, standards, guidelines, and a general conceptual platform for improving basic Police Education and Training. This paper also aims at identifying general curricular parameters related to the development of a culture of policing, making policing practices more democratic and public-oriented to ensure greater security and more effective crime prevention. This paper argues that it is illogical, detrimental, and undesirable to separate police training from police education. Since policing is a highly respected professional field like medicine, it is imperative to integrate knowledge about society, dynamics of social and geopolitical spaces and human development from the complex socio-political perspective with police ethics and social and civic responsibilities and so on. In conclusion, this paper shows how people-sensitive and philosophically sound curricular policy for police education would serve people, communities, and societies. The ideas and insights in this paper are derived from the best practices available in the country and across the globe.

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Christensen, Tom, Per Lægreid i Lise H. Rykkja. "Reforming the Norwegian police between structure and culture: Community police or emergency police". Public Policy and Administration 33, nr 3 (5.06.2017): 241–59. http://dx.doi.org/10.1177/0952076717709523.

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This article examines the reform of the police in Norway between 2012 to 2015 drawing upon central public reports and official documents leading up to the reform. These include the report from the official Inquiry Commission into the police response to the terrorist attacks in Oslo and at Utøya in July 2011, a report issued by a public commission in 2013 – established to analyze challenges within the police – and the resulting government proposal and parliamentary discussion that culminated in a decision to create a new police structure in 2015. While governance capacity and the need for a stronger emergency police were a main concern throughout the process, the importance of governance legitimacy and of maintaining a community police force became more important towards the end. The organizational thinking behind the reform is explained in terms of a structural and an institutional perspective. The analysis shows that both cultural and structural change was seen as prominent instruments for improving the police force, but they were emphasized differently at different points during the process. The analysis demonstrates that political context, agenda settings, attention shifting and situational factors as well as path dependency were important drivers of the reform.

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Oluwanisola, Caleb Gbemisola. "Police Reforms' Impacts on Nigeria Police Leadership". Journal of Leadership and Governance 1, nr 1 (29.09.2022): 60–73. http://dx.doi.org/10.58425/jlg.v1i1.35.

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Purpose: The study's goal was to ascertain how leadership within the Nigerian police force was affected by police reforms with regard to the Directorate of Criminal Investigation. Methodology: Based on functional leadership theory, the study was conducted. Police officers and members of the public completed questionnaires that were used to collect data. Descriptive statistics created with SPSS were used to evaluate quantitative data. The examination of qualitative data using content analysis. Edited and coded data were entered into SPSS for efficient analysis. Frequency tables and graphs were used to portray the quantitative data for rapid and simple comprehension. In prose, the qualitative data was given. Results: The study found that the leadership in the police service was influenced by organizational structure, police education, organizational culture, and relationships with the local police force. According to the respondents, the organizational structure of the police department, police officer training, organizational culture, and the interaction between the police and the community all had a significant impact on police leadership. These elements benefited police leadership. The police leadership further had difficulties with the recent reforms. According to the responders, police leadership had not developed any plans to lessen the difficulties they were encountering. Conclusion: According to the study's findings, the leadership at FCID headquarters is significantly influenced by organizational structure, police officer education levels, organizational culture, police-community interactions, and organizational structure. Recommendations: According to the report, the oversight committee in charge of Nigeria's police reforms has to establish a culture of organizational change in order to deal with the dynamic leadership issues that are impeding the reform process as a whole. The public should be made aware of the importance of adopting a community policing policy through extensive advertisements. The study suggests that a follow-up study be done, but this time to examine how county commissioners' influence police leadership in a decentralized system.

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Ivančík, Radoslav. "A Treatise on the Theoretical Basis of Research on the Organizational Culture of a Police Organization". Belügyi Szemle 69, nr 1 (6.05.2021): 54–74. http://dx.doi.org/10.38146/bsz.spec.2021.1.3.

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In recent years, we can meet more and more often in various professional publications, magazines, conferences, but also in various reports in the media the term organizational culture. The fact is that gradually more and more organizations are dealing with issues of organizational culture because they have understood that organizational culture plays an important role in the life of organizations. And not only in formulating organizational strategy, setting goals, or making decisions, but also in fulfilling their mission, creating their image and overall functioning in today's dynamic times affected by deepening globalization. That is also why the author, in his research, deals with organizational culture, specifically, in the presented article he examines police culture. The author characterizes police culture as a specific type of organizational culture that fulfils important functions and missions in terms of police functioning. By analogy with other types of organizations, the author defines police culture as a set of socially typical views, attitudes, norms, and values that determine models of police behaviour, relations to society and the police organization. He points out that despite the generally similar characteristics with other cultures of the organization, there are certain specifics that distinguish the police culture from other organizations. It gives it uniqueness. It should be a priority for every organization to have a good organizational culture aimed at maximum efficiency and success. For this reason, it is important to know its current state by research and to evaluate its positive and negative aspects. The article deals with the theoretical basis of understanding key concepts such as organization, culture, subculture, and organizational culture. At the same time, it presents the theoretical basis for the study of this phenomenon in the environment of the Police Force.

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Kiely, J. A., i G. S. Peek. "The Culture of the British Police: Views of Police Officers". Service Industries Journal 22, nr 1 (styczeń 2002): 167–83. http://dx.doi.org/10.1080/714005065.

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Cordner, Gary. "Police culture: individual and organizational differences in police officer perspectives". Policing: An International Journal of Police Strategies & Management 40, nr 1 (20.03.2017): 11–25. http://dx.doi.org/10.1108/pijpsm-07-2016-0116.

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Purpose Much of the commentary about police culture treats it as a monolithic and problematic feature of the police occupation that inhibits change and progress. The purpose of this paper is to draw on surveys completed by over 13,000 sworn police to describe officers’ occupational outlooks and explore the extent to which they vary across individuals and police agencies. Design/methodology/approach This paper draws upon employee survey data from 89 US police and sheriff departments collected in 2014-2015 to examine police culture through officers’ views of the community, police work, and police administration and to explore the extent to which these beliefs and opinions are affected by personal characteristics and organizational affiliation. Findings Results indicate that officers’ perspectives are more positive than might be expected and do not vary greatly by officer personal characteristics. They differ more substantially across police agencies. This suggests that police culture is to a significant extent an organizational phenomenon, not simply an occupational one. Originality/value Examining the views and perspectives of over 13,000 sworn police employed in 89 different police organizations provides a more representative and generalizable picture of police culture than previous studies that typically analyzed officers in only one police department.

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Filstad, Cathrine, Tom Karp i Rune Glomseth. "How Police Leaders Learn to Lead". Policing: A Journal of Policy and Practice 14, nr 3 (6.07.2018): 601–15. http://dx.doi.org/10.1093/police/pay043.

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AbstractThis article examines how Norwegian police leaders learn to lead and what constitutes police practices. Twenty-seven police leaders were shadowed during and interviewed about their daily practices of policing. We found that police leaders learn foremost through their experiences by practising leadership within the context of police culture. We therefore argue for a shift from teaching to acknowledging learning through practice instead of learning through practice constituting missed opportunities for learning and being ‘due to chance’. The Norwegian police culture and the Norwegian Police Service not being a learning organization will strongly influence what Norwegian police leaders learn. Consequently, Norwegian police leaders learn management more than they learn leadership. We argue for combining management and leadership in future police leadership practices We also argue for the importance of enabling police leaders to construct their manoeuvring space, acknowledging the importance of a manoeuvring space in police leaders’ learning to ensure their learning results in changes in established practices.

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Lamb, M. "A Culture of Human Rights: Transforming Policing in Northern Ireland". Policing 2, nr 3 (1.01.2008): 386–93. http://dx.doi.org/10.1093/police/pan039.

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Fielding, Nigel. "Competence and Culture in the Police". Sociology 22, nr 1 (luty 1988): 45–64. http://dx.doi.org/10.1177/0038038588022001004.

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Waddington, P. "Police (canteen) sub-culture. An appreciation". British Journal of Criminology 39, nr 2 (1.03.1999): 287–309. http://dx.doi.org/10.1093/bjc/39.2.287.

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Kingshott, Brian F., Kathleen Bailey i Suzanne E. Wolfe. "Police Culture, Ethics and Entitlement Theory". Criminal Justice Studies 17, nr 2 (czerwiec 2004): 187–202. http://dx.doi.org/10.1080/0888431042000235020.

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Maskály, Jon, i Sanja Kutnjak Ivkovich. "Guest editorial: Reexamining the police culture". Policing: An International Journal 46, nr 1 (17.02.2023): 1–9. http://dx.doi.org/10.1108/pijpsm-02-2023-201.

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Westmarland, Louise. "Putting their Bodies on the Line: Police Culture and Gendered Physicality". Policing: A Journal of Policy and Practice 11, nr 3 (27.04.2017): 301–17. http://dx.doi.org/10.1093/police/pax019.

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Gutschmidt, Daniela, i Antonio Vera. "Dimensions of police culture – a quantitative analysis". Policing: An International Journal 43, nr 6 (10.10.2020): 963–77. http://dx.doi.org/10.1108/pijpsm-06-2020-0089.

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PurposeMany authors describe police culture as a relevant determinant of officers' health, policing behavior and reaction to change. Investigation of such relationships requires an appropriate instrument for measuring police culture.Design/methodology/approachThis paper proposes a questionnaire containing 20 values that are characteristic of police culture (e.g. masculinity, loyalty, solidarity). In an online survey, 153 German police officers described their last workgroups in terms of how typical these values are. Besides conducting item and factor analyses, multiple regression models were tested to explore the effect of group characteristics on police culture.FindingsA four-factor solution, comprising (1) conservative-male culture, (2) institutional pride culture, (3) team culture and (4) diligence culture, seems to fit the data best. Significant predictors of the police culture total score are percentage of male officers, average age of the group and service in a problematic district.Research limitations/implicationsOverall, the results indicate that police culture is a measurable multidimensional construct, which substantially depends on the composition and the operational area of the workgroup. A limitation of the study is the retrospective and subjective assessment of cultural values.Originality/valueThe questionnaire presented in this paper depicts the culture of police workgroups in a differentiated way and is able to detect cultural variation within the police. Future research could draw on the questionnaire to investigate determinants and consequences of police culture.

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Farkas, Johanna, János Sallai i Ernő Krauzer. "The History of Law Enforcement Culture in Hungary". Belügyi Szemle 68, nr 2 (15.09.2020): 35–50. http://dx.doi.org/10.38146/bsz.spec.2020.2.3.

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In Hungary, Ágoston Karvasy was an early pioneer writing about the history of law enforcement. In his first study he defined the concept of law enforcement as a science. The idea of establishing a national police organisation was first mentioned after the reform era but it has not been realized that time but only in the year of 1872. However, the first professional journal of law enforcement was published in 1869 and the word police officer as the ʻguard of the order’ appeared in the Hungarian language in 1870. The scope of authority and jurisdiction of the Police was declared in a law passed in 1881. In 1873 the Metropolitan Police Department was established and in 1905 the Border Police and the Police Department of Fiume were established. In the period between 1945-47, the police continuously emerged. Although the State Security Office was destroyed by the revolution of October 1956 and it was not restored afterwards, it has not effected the Police itself. The organizational culture of the Police is mostly influenced by its educational and training systems. The training of the probationary police officers was approved first by the prime minister in 1884. In 1920 the training of police officers was unified on new bases by the leaders of the Ministry for Internal Affairs and the Police Department. Then the Police Academy was set up in 1948 and the Police College was established in 1971. In 2012 the University of Public Service and its Faculty of Law Enforcement were established and took over the functionalities of the Police Academy as well.

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Paoline, Eugene A., Stephanie M. Myers i Robert E. Worden. "Police culture, individualism, and community policing: Evidence from two police departments". Justice Quarterly 17, nr 3 (1.09.2000): 575–605. http://dx.doi.org/10.1080/07418820000094671.

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Goldsmith, Andrew. "Taking police culture seriously: Police discretion and the limits of law†". Policing and Society 1, nr 2 (wrzesień 1990): 91–114. http://dx.doi.org/10.1080/10439463.1990.9964608.

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Mink, Oscar G., A. Steven Dietz i Jerri Mink. "Changing a police culture of corruption: Implications for the police psychologist". Journal of Police and Criminal Psychology 15, nr 2 (czerwiec 2000): 21–29. http://dx.doi.org/10.1007/bf02802662.

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Cockcroft, T. "Police Culture and Transformational Leadership: Outlining the Contours of a Troubled Relationship". Policing 8, nr 1 (2.01.2014): 5–13. http://dx.doi.org/10.1093/police/pat040.

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Neily, Clark. "Reimagining Policing in America". Contexts 20, nr 4 (listopad 2021): 8–13. http://dx.doi.org/10.1177/15365042211058119.

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Police killings have increased over 100% in the past two decades. Black people, along with American Indians and Latinx communities (and some Asian and Pacific Islander communities), are more likely to have police force used on them relative to whites. This article aims to provide policy recommendations that inform reforms toward police accountability, improved training, and a police culture that protects citizens. We focus on short-, medium-, and long-term solutions for reimagining law enforcement to reduce officer-involved shootings, racial disparities in use of force, mental health issues among officers, and problematic officers who rotten the tree of law enforcement. We focus acutely on the need to abolish qualified immunity with the longterm change of transforming police culture itself to better protect civilians and police who approach their jobs with ethical respect.

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Demirkol, Ismail Cenk, i Mahesh K. Nalla. "Police culture: An empirical appraisal of the phenomenon". Criminology & Criminal Justice 20, nr 3 (10.01.2019): 319–38. http://dx.doi.org/10.1177/1748895818823832.

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Although police culture is a widely researched topic, not much is known about the nature of the relationships among the various components and the degree to which they are critical in the make-up of police culture. In this study, we revisit the concept of police culture and explore the nature and directions of the relationships among the various elements that constitute police culture. Drawing data from a survey of 1970 Turkish National police officers we identify six commonly recognized dimensions of police culture based on the existing literature. The results from the four different confirmatory factor analyses (CFA) indicate that of the six dimensions, the first-order CFA with five factors best fit the data. Further, the results suggest that police culture did not account for the covariation among the six first-order factors. These findings suggest that police culture is a more complex and multifaceted concept than the prior literature suggests.

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Wang, Xinting, Jihong (Solomon) Zhao i Hongwei Zhang. "The Impact of Two Different Cultures on Juvenile Attitudes Toward the Police in China". International Journal of Offender Therapy and Comparative Criminology 64, nr 1 (3.09.2019): 124–43. http://dx.doi.org/10.1177/0306624x19872971.

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This study examines juvenile attitudes toward the police (JATP) from an unconventional angle by examining the possible effect of two different cultures along with more conventional factors typically associated with youth attitude formation. A unique feature of this study is the inclusion of measures of attachment to both the traditional Chinese culture and Western popular culture. The data were collected from 30 minority middle schools with more than 6,500 students in a southern autonomous region in China in 2014. The primary findings indicate that juveniles who are more firmly attached to the traditional Chinese culture and who show respect for parents/teachers tend to hold a more positive view of the police. In contrast, juveniles who endorse Western popular culture and are perceived as a fan of that culture are more likely to hold a negative view of the police, societal actors who are viewed as primary representatives of the mainstream culture.

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Cox, Carol, i Stuart Kirby. "Can higher education reduce the negative consequences of police occupational culture amongst new recruits?" Policing: An International Journal 41, nr 5 (1.10.2018): 550–62. http://dx.doi.org/10.1108/pijpsm-10-2016-0154.

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Purpose There is considerable evidence to illustrate police occupational culture can negatively influence service delivery and organizational reform. To counteract this, and to improve professionalism, the police services of England and Wales will become a graduate profession from 2020, although little empirical evidence exists as to what impact this will have. The purpose of this paper is to examine the implications of a police degree course on its students. Design/methodology/approach Initially, a survey was conducted with 383 university students studying for criminal justice-related undergraduate degrees in a UK university. This indicated Police Foundation degree students (n=84), identified themselves as being different, and behaving differently, to other university students. To explore the reasons for this, four focus groups were conducted with this cohort, during their two-year degree programme. Findings The study found that the Police Foundation degree students quickly assimilated a police identity, which affected their attitudes and behavior. The process led to a strengthening of ties within their own student group, at the expense of wider student socialization. Originality/value The study provides new findings in relation to undergraduate students who undertake a university-based degree programme, tailored to a future police career. The results have implications for both police policy makers and those in higher education as it highlights the strength of police occupational culture and the implications for the design of future police-related degree programmes.

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Gundhus, Helene O. I. "Discretion as an Obstacle: Police Culture, Change, and Governance in a Norwegian Context". Policing: A Journal of Policy and Practice 11, nr 3 (14.03.2017): 258–72. http://dx.doi.org/10.1093/police/pax012.

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Linklater, Kate. "Inclusion Capital: How Police Officers Are Included in Their Workplaces". Societies 12, nr 5 (13.09.2022): 128. http://dx.doi.org/10.3390/soc12050128.

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Policing organisations are increasingly expected to be representative of the diversity (e.g., gender, sexuality, ethnicity and religion) in the communities they serve. However, inclusion of these officers in the workplace often requires them to fit into prevailing police culture, meaning that the cultural changes expected in association with increased diversity are not achieved as readily in police organisations. Drawing upon semi-structured interviews with twenty police detectives, in this article, I assert that there are three core characteristics required of police officers needed to promote inclusion and acceptance in their workplace, regardless of their diversity status. These characteristics are cultural congruence, competence and team-player ability—together known as ‘inclusion capital’. The definitions of these three inclusion capital characteristics are shaped by the prevailing police culture and organisational policy and are subject to change. An individual officer’s understanding and ability to prove these three characteristics are reflected in how well they are included and accepted amongst their colleagues. This paper contributes to previous findings on police culture using Bourdieu’s theories of ‘capital’ in a new way to explain how and why police are included in their workplace. It also describes how these findings might be used by police managers to improve workplace inclusion for all minoritised officers.

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Loyens, Kim, i Jeroen Maesschalck. "Police-public interactions: a grid-group cultural theory perspective". Policing: An International Journal of Police Strategies & Management 37, nr 1 (11.03.2014): 144–58. http://dx.doi.org/10.1108/pijpsm-03-2013-0023.

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Purpose – The police culture literature suggests that police officers’ attitude towards the public is characterised by suspicion and an “us-vs-them” mentality. It also refers to the moral mission of protecting the public by being tough on crime. The traditional police culture model seems to imply that these aspects are typical for the police. There is, however, a lack of empirical studies to test this proposition. The purpose of this paper is to propose a different conceptual framework, based on grid-group cultural theory (GGCT), which not only broadens the lens of the police culture model, but also allows for comparative research between different professional groups. Design/methodology/approach – The newly developed conceptual framework is tested in an ethnographic study in the Belgian police and labour inspection. The main data collection methods are observation, interview and informal conversation. Findings – The results of this study show that there are similarities in the way in which Belgian police officers and labour inspectors interact with the public, which raises interesting questions concerning the (often implicit) claim of the police culture literature concerning the specificity of police culture. Research limitations/implications – More research is needed to gain deeper insight into similarities and differences of the occupational culture in the police and comparable professional groups. GGCT offers a useful conceptual framework for such a research agenda. Originality/value – This paper addresses a number of criticisms against the classic police culture model and provides an innovative perspective to not only study aspects of police culture, but also compare the police with other professions.

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Jablonowski, Lara. "Healthy organizational culture – healthy employees? Effectiveness of organizational culture on perceived health of German police officers". International Journal of Police Science & Management 19, nr 3 (30.06.2017): 205–17. http://dx.doi.org/10.1177/1461355717716680.

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The purpose of this study was to examine the effects on individual perceived health of the factors organizational culture, working conditions, physical and mental health, and presenteeism, as moderated by lifestyle factors. A detailed comparison was made between the uniformed police division and the criminal investigation department to explore their perceptions of the supportiveness of their subcultures, working conditions and perceived health. Survey responses, obtained through an online questionnaire, from 258 officers from German police forces showed significant differences in perception. Uniformed officers evaluated their working conditions more positively compared with officers from the criminal investigation department, resulting in a more positively rated perceived health for the uniformed police division. Results showed that the more a police organizational culture fostered their subcultures and health-enhancing working conditions, the higher the perceived physical and mental health. Implications for research and practice are discussed.

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Farkas, Johanna, János Sallai i Ernő Krauzer. "The Organisational Culture of the Police Force". Internal Security 12, nr 1 (22.07.2020): 77–84. http://dx.doi.org/10.5604/01.3001.0014.3189.

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The concept of ’organisational culture’ can be described based on numerous approaches nowadays. This underlines the fact that it is a significant issue within work and organisational psychology. However, the growing scope of organisational culture and subculture types shows not only its significance, but also the appearance of its explanations in a wide spectrum. The extensive research of organisational culture is related to the trend that there is a growing interest of organisational development and human resource professionals in a deeper understanding of human behaviour in organisational settings, and the factors influencing it. Organisational culture includes communication with clients (in the case of police, citizens) and the relating approach system. The organisational culture cannot be considered basically “good” or “bad”. There are external and internal metrics and requirements that reflect the state of a given organisation: they indicate the quality and quantity of value creation, the organisation’s acceptance in its environment as well as its necessity in the society. The organisational culture is optimal if it serves the organisation’s tasks, objectives, the fulfillment of its duties, an the maintenance of its expedience, as well as if it is supportive, creative and facilitating. In an optimal organisational culture, the interests are enforced between the groups and people in the organisation in a peaceful way, their work is effective and successful, all conditions are ensured, the staff is satisfied, and the organisation’s output is accepted, recognised and required in its external environment. These organisations are acknowledged by the citizens and operate in accordance with their environments.

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Cochran, John K., i Max L. Bromley. "The myth(?) of the police sub‐culture". Policing: An International Journal of Police Strategies & Management 26, nr 1 (marzec 2003): 88–117. http://dx.doi.org/10.1108/13639510310460314.

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Coliandris, Geoff, i Colin Rogers. "Linking Police Culture, Leadership and Partnership-Working". Police Journal: Theory, Practice and Principles 81, nr 2 (czerwiec 2008): 111–25. http://dx.doi.org/10.1350/pojo.2008.81.2.413.

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Franklin, Cortney A. "Male Peer Support and the Police Culture". Women & Criminal Justice 16, nr 3 (1.04.2005): 1–25. http://dx.doi.org/10.1300/j012v16n03_01.

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Fielding, Nigel. "Police socialisation, identity and culture: becoming blue". Policing and Society 28, nr 9 (20.08.2018): 1121–23. http://dx.doi.org/10.1080/10439463.2018.1510402.

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Bellingham, Ted. "Police Culture and the Need for Change". Police Journal: Theory, Practice and Principles 73, nr 1 (styczeń 2000): 31–41. http://dx.doi.org/10.1177/0032258x0007300106.

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