Women Police

Abstract

This study investigated the use of force by and against women police officers using survey data from a large sample of female and male officers in six departments. Results suggested that female officers and same-gender female-female officer pairs used less force, and were less likely to use physical force, in police-citizen encounters when compared to their male counterparts. There was no evidence supporting the proposition that citizens used less force against female officers compared with male officers. In fact, the findings indicated that citizens used significantly more force against female officers relative to male officers in domestic calls. Although female officers were more likely to engage in underpredicted policing; that is, use less force than the situation would normally dictate, underpredicted policing was not related to an increase in the likelihood of officer injury. Implications for women officers, police use of force, and the institution of policing are discussed.     

The influence of collective bargaining on large police agency salaries: 1990–2000

Collective bargaining between police management and unions is an important process that determines many aspects of police work, particularly the monetary benefits for line officers like salary and fringe benefits. Working with limited budgets, police administrators who engage in collective bargaining are obligated to negotiate with union representatives over wage benefits while attempting to maintain adequate financial resources toward other police operations. Though students of policing learn that police unions try very hard to increase economic reward for their members there is limited research on the effectiveness of their efforts. Since economic benefits are the primary focus of police unions, it is important; therefore, to evaluate the impact that collective bargaining has on salaries earned by police personnel. This study examines this issue by combining four waves of the Law Enforcement Management and Administration Statistics for the period 1990–2000. Pooled time series analyses reveal that large organizations that engaged in collective bargaining had higher minimum wages for officers during the period. As predicted, collective bargaining did not affect minimum chief’s salaries.     

Perceived Citizen Cooperation, Police Operational Philosophy, and Job Satisfaction on Support for Civilian Oversight of the Police in South Korea

While civilian oversight in matters pertaining to police accountability is commonly found in law enforcement agencies in Western countries, this concept is fairly new to many emerging democracies. This study examines the origins and development of citizen oversight of the police in South Korea. Using a sample consisting of 406 surveyed Korean police officers, this study further examines the effects of individual factors and organizational characteristics, such as police operational philosophy, citizen support, and job satisfaction, on officers’ perceptions of civilian oversight of the police. The findings suggest that, although South Korean police officers are generally ambivalent about the role of civilian oversight, there is a strong relationship between organizational characteristics and support for a civilian role in police oversight.     

Police department size and agency structure

This paper examines the relationship between police agency size and police agency structure, using Peter Blau's formal theory of differentiation in organizations as a referent. The analysis brings two data sets that describe police departments to bear on the relations between agency size and spatial, hierarchical, occupational, and functional differentiation and between agency size and administrative overhead. The analysis generally supports the Blau thesis, but, with the exception of the relation between size and spatial differentiation, the relations appear too weak for agency size to significantly constrain structural options.     

Police oversight in the United Kingdom: The balance of independence and collaboration

A key feature of modern policing is external oversight of alleged police misconduct. The present paper focuses on the three UK oversight agencies: the Independent Police Complaints Commission (IPCC), the Police Complaints Commissioner for Scotland (PCCS); and the Police Ombudsman for Northern Ireland (PONI). Document analysis and interviews were utilized to highlight the different models of oversight with regard to the balance of responsibility for complaint investigations. The PONI exemplifies a model of regulatory independence that provides a strong challenge to the very limited PCCS model and intermediate IPCC model. An emerging trend was indentified of co-operation between external and internal agency personnel working towards police reform and areas in which oversight agencies can contribute to reform are presented.     

Police Attitudes about the Use of Unnecessary Force: An Ecological Examination

An unexplored explanation for police opinion about their use of unnecessary force can be framed within the research examining police behavior in the context of its geographic location. Using Klinger’s (1997) theory of social ecology as a guide, a vignette research design was employed to survey officers in four departments of varying size and structure. It was hypothesized that officers assigned to higher crime areas would more likely accept the use of unnecessary force by another officer as well as be unlikely to believe that the use of unnecessary force would be reported to a supervisor. Bivariate results and multivariate analyses show support for both hypotheses. Implications for future research and theoretical development are discussed.     

Tennessee Citizen Police Academies: Program and Participant Characteristics

Citizen police academies (CPAs) are popular programs developed by police departments with the twin goals of educating the public about law enforcement and improving police-community relationships. Citizen police academies can help law enforcement agencies by providing them with graduates who may support police departments through volunteering, crime reporting, advocacy, and crime prevention. CPAs may aid citizens by providing them with opportunities to work with the police to make their communities safer. During the course of the citizen police academy, not only will participants have opportunities to learn more about the police depar'tment and their communities, but they may be given opportunities to patrol with police officers, solve mock crime scenes, or attend moot court. This study examines citizen police academies in Tennessee and provides an exploratory investigation of the programs and its participants. Data obtained from 31 police departments indicate CPA programs with more than a 20 year history in Tennessee. Results of a pretest and posttest of 4 citizen police academies’ participants found that attending these programs significantly and positively changed participants’ familiarity with the police chief, local law enforcement, community crime, and the criminal justice system.     

Implementation of the Americans with Disabilities Act in State Police and Highway Patrol Agencies: Results of a National Survey

This article provides an empirical analysis of Americans with Disabilities Act (ADA) implementation within the law enforcement profession. Specifically, the study reports results from a national survey of state police/highway patrol agencies regarding practical implementation of the ADA. The data is analyzed in terms of population size and collective bargaining status. Results of this endeavor indicate that implementation of the ADA within law enforcement is difficult, especially as applied to the work of sworn personnel. These challenges are somewhat diminished when applied to non-sworn personnel such as dispatchers, administrators, and clerical personnel. The most substantial obstacles to implementation of the ADA within law enforcement is not associated with political officials or administrators. Instead, most arise from the lack of training and vague legislative language and regulatory standards. Smaller states and those without collective bargaining report lower levels of accommodation; however, there are few statistically significant differences in terms of population and collective bargaining.     

Police organizational factors,the racial composition of the police,and the probability of arrest

While past research has considered the effects of police organizational characteristics on various outcomes, including arrest rates, relatively little research has explored the role of the racial composition of the police and its association with race‐specific arrest rates. Furthermore, no research has explored the association between arrest probabilities for Black and White offenders and police organizational factors. Using data from the 2000 National Incident‐Based Reporting System (NIBRS), the 2000 Law Enforcement Management and Administrative Statistics (LEMAS), and the 2000 decennial Census, the present exploratory study employs multilevel modeling to examine the association between police organizational factors including the percentage of the police force that is Black and arrest probabilities for offenders involved in 19,099 aggravated assaults and 100,859 simple assaults across 105 small cities. Results show that for simple assaults, the relative size of the Black police force is associated with the risk of arrest for both Black and White offenders. Furthermore, departments with relatively more Black police officers are found to have the largest gap in the arrest probabilities for White and Black offenders, although Whites are more likely to be arrested for assaults than Blacks, regardless of the racial composition of the police. Results also show those departments with more written policy directives, relatively larger administrative component, a higher educational‐level requirement, and centralized police departments have the highest arrest probabilities. Implications of these findings and recommendations for further research are discussed.     

Emotion Regulation in Police Officers Following Distress: Effects of Tenure and Critical Incidents

This study focuses on the functionality of emotion regulation of police officers who have or have not experienced a work-related critical incident. Traumatic events experienced by police officers may have long-lasting and significant consequences, including health concerns, emotional difficulties, impairment in social functioning, and they may have an impact on work performance. The hypotheses outline the expected results to include higher scores for officers who had been involved in one or more critical incidents in emotional well-being concerns and more difficulties with emotion regulation as compared to officers who had not experienced a critical incident. The research design employs written instruments including the General Health Questionnaire-30 to measure general emotional well-being, the Impact of Events Scale to measure the impact of a past traumatic event, and the Difficulties in Emotion Regulation Scale to measure current problems with emotion regulation. Participants consist of 76 full-time police officers assigned to patrol in two police agencies. The findings, analyzed through analysis of variance, did not include significant differences between those groups as expected; however, there were unexpected findings. These findings were that although newer officers were less likely to have experienced one or more work-related critical incidents, they measured higher in measures of emotion regulation difficulties and concerns regarding emotional well-being than did the more tenured officers. The social implications of this study include increased officer and agency awareness and increased use of effective intervention. Implications for future study include the need to further explore emotional challenges that may be experienced by new police officers.     

Police Cooperation across the Irish Border: Familiarity Breeding Contempt for Transparency and Accountability

This article critically examines the practice, methods, and regulation of cross‐border police cooperation between the Republic of Ireland and Northern Ireland. Despite legal and political divisions, police cooperation has survived and flourished in recent years especially among police officers on the ground. By comparison, the development of transparent regulatory and accountability structures and processes has been disappointing. While there have been domestic initiatives at the intergovernmental and legislative levels, these have tended to emphasize the centrality of direct engagement between the police chiefs and senior civil servants at the expense of formal transparent procedures. EU instruments have been marginalized as the police forces and their administrations prefer informal networks and force‐to‐force agreements which, it is argued, shield cross‐border police cooperation from standards of transparency, oversight, and accountability which are essential to its legitimacy. They also highlight the limitations of the current EU legislative approach to cross‐border police cooperation.     

Public servants or police soldiers? An analysis of opinions on the militarization of policing from police executives,law enforcement,and members of the 114th congress U.S. house of representatives

Despite the dramatic rise in use of militarized weapons, equipment, and tactics by police departments across the nation, no study has examined the opinions of those responsible for designing, funding, and implementing police militarization in the United States. Therefore this study collected and analyzed opinion data from 465 key stakeholders from the 114th Congress U.S. House of Representatives, law enforcement executives, and local police officers regarding police militarization. Results suggest that while most practitioners and policymakers favor police militarization, Congress and law enforcement differ in support of critical issues such as oversight of military procurement programs, use of surplus military weapons and vehicles, and overall support for the militarization of policing in the United States.     

Force,Stress, and Decision-Making Within the Belgian Police: the Impact of Stressful Situations on Police Decision-Making

Stress and fear are inevitable aspects of the police job and may have a large impact on police officers’ decision-making process. Many studies have explored how stress and fear may influence assessments of police officers, especially with regard to the use of force. This article aims to contribute to this research domain by reporting the findings from two empirical studies among Belgian police officers: a quantitative study of police officers’ attitudes towards and experiences with the use of force and a qualitative study on the influence of stress and emotions on officers’ decision-making and assessment abilities and accuracy of shooting. Both studies confirmed that stress and fear are often present in Belgian police practice. One of the main findings is that Belgian police officers are anxious about the consequences of their actions because they know they will be held accountable for them. The pressure that results from this accountability can make it even more difficult for police officers to react to stressful situations. Therefore, we need to look for the right balance in this difficult position, by providing tools that support police officers in making daily decisions, and help them do their job as effectively as possible.     

Making Sense of COMPSTAT: A Theory-Based Analysis of Organizational Change in Three Police Departments

COMPSTAT, the latest innovation in American policing, has been widely heralded as a management and technological system whose elements work together to transform police organizations radically. Skeptical observers suggest that COMPSTAT merely reinforces existing structures and practices. However, in trying to assess how much COMPSTAT has altered police organizations, research has failed to provide a broader theoretical basis for explaining how COMPSTAT operates and for understanding the implications of this reform. This article compares two different perspectives on organizations—technical/rational and institutional—to COMPSTAT's adoption and operation in three municipal police departments. Based on fieldwork, our analysis suggests that relative to technical considerations for changing each organization to improve its effectiveness, all three sites adopted COMPSTAT in response to strong institutional pressures to appear progressive and successful. Furthermore, institutional theory better explained the nature of the changes we observed under COMPSTAT than the technical/rational model. The greatest collective emphasis was on those COMPSTAT elements that were most likely to confer legitimacy, and on implementing them in ways that would minimize disruption to existing organizational routines. COMPSTAT was less successful when trying to provide a basis for rigorously assessing organizational performance, and when trying to change those structures and routines widely accepted as being "appropriate." We posit that it will take profound changes in the technical and institutional environments of American police agencies for police departments to restructure in the ways anticipated by a technically efficient COMPSTAT.     

Police corruption and organizational structures: An ethicist's view

Structural explanations have provided those within the social sciences with a more penetrating look at the dynamic and interactional forces that bear upon human behavior. This has been especially disclosing in criminal justice where such an approach has quite dramatically shown that corrupt practices arise through the evolution of an infrastructure within police departments. By taking a radical departure from the current orthodoxy, this paper will argue that structural explanation has its place in a discussion of human behavior. When overextended, however, as it is in the present literature on police corruption, it reaches unsound theoretical conclusions that neglect the self and express a disdain for the personal which runs counter to ethical standards and considerations.     

Tension on the thin blue line: Police officer resistance to community-oriented policing

While over 60% of police agencies in the United States are either implementing or planning for community policing (Annan, 1995), actual implementation of community policing practices is disjointed and has produced more problems than solutions. One such problem is the resistance among officers to the philosophy itself. In a study of the orientations of noncommunity policing officers in the largest public safety department in the US, it is determined that elements of the organizational culture of the police agency are not significant predictors of support for the community policing philosophy. Rather, individual orientations toward citizen involvement in crime prevention and job involvement are predictors of officer support. Implications for police managers are discussed.     

Police attitudes toward domestic violence offenders

Police attitudes are important in facilitating a sense of safety and comfort in women seeking justice-system support for protection from partner violence. This study examined police attitudes toward sanctions and treatment for domestic violence offenders compared with other violent and nonviolent offenders. In addition, police attitudes toward domestic violence offenders who do and do not use substances were examined. Officers from one city police department (n = 315) participated in a survey. Results indicate there is a trend toward attitudes that treatment, rather than sanctions, was more appropriate for domestic violence offenders. In addition, officers rated the use of sanctions higher for domestic violence offenders who abuse alcohol or drugs compared with domestic violence offenders who did not abuse alcohol or drugs. Understanding police attitudes toward domestic violence offenders may have implications for police training and victim services in facilitating the use of the justice system in protecting women from partner violence.     

An Examination of Officer Stress: Should Police Departments Implement Mandatory Counseling?

This study suggests that police departments who promote counseling benefit from officer stress reduction. Officers from sixteen municipal police departments (n = 1,114) across the state of Alabama possessed moderate stress, but were influenced significantly by organizational demographics (including counseling opportunities). A majority of officers believed that stress signs were not predictive of police suitability but remained reluctant to share fears and anxieties with fellow colleagues, suggesting that officers feared the stigma associated with the need for stress counseling. Officers working in supportive counseling climates had significantly less stress, a reduced need for counseling, and a greater willingness to use counseling. Officers who engaged in counseling (at least occasionally) also reported more stress, indicating an awareness of their need for counseling. The authors concluded that police departments should consider requiring mandatory and periodic counseling for all officers, a procedural tactic that camouflages counseling need while concurrently treating the source of officer stress.     

Police Perceptions of Irrational Unstable Behaviours and Use of Force

Police identification of people experiencing mental illness is usually based on either the person having an official contact history with police or through observing behavioural indicators commonly associated with mental illness during an encounter. Police have voiced concerns with their ability to identify and respond to people experiencing mental illness in a timely way and report that they commonly resort to more coercive tactical options to resolve encounters. The present study employed a mixed method design to examine 286 police use of force incidents to investigate the association between force used on and by offenders displaying irrational-unstable behavioural characteristics. The irrational-unstable offenders were two times more likely to be perceived by police to have an apparent mental disorder and almost four times more likely to have a known mental health history; one in six had an official record of contact with mental health services. There were few differences in police and offender use of force, considering force as both a categorical and a continuous variable, while incident-level comparisons suggested that police force was generally proportional to offender resistance. Implications are discussed in terms of the need to redress limitations with the traditional police approach style.     

Police Support for Community Problem-Solving and Broken Windows Policing

This paper explores overall police officer acceptance of tactics and tenets of broken windows and community problem-solving policing. It assesses differential support for each by police officer characteristics (i.e., race/ethnicity, gender, rank, education level, years of service, and assignment). This study presents the findings of a survey of 227 sworn police personnel from two urban police departments. Univariate analyses reveal the levels of support that police have for certain police tactics and tenets of broken windows and community problem-solving policing. Regression analyses examine the relationship between key officer characteristics and support for these tactics and tenets as measured by respondents’ agreement with various items and indices. Findings include support for community problem-solving (and also a reliance on traditional policing methods); a lag in investigators’ acceptance of community problem-solving; and differences by officer race/ethnicity, education, rank, and assignment in indices related to broken windows and rapid response policing. The differential acceptance of broken windows and rapid response tactics by race/ethnicity suggests interesting implications for future studies of race/ethnicity and broken windows policing. The greater acceptance of certain tactics by patrol officers supports current moves toward innovating in police investigations’ bureaus.