The present study addresses the relationship between job-related stressors and incidents of police misconduct, a concept that has largely been neglected in policing literature. Manzoni and Eisner’s conceptualization of stress-strain theory provided the foundation for the research. Specifically, this study examines individual differences in the perception of how job-related stressors such as departmental leadership, departmental policies and regulations, and departmental climate are related to incidents of police misconduct expressed through the exercise of excessive force. This quantitative survey design employed the Police Survey of Job Related Stress (PSJRS) among a convenience sample of 94 active police officers (49 African American and 45 European) from a southern U.S. state. T-tests and the Mann-Whitney test were used to document statistically significant differences between white and African American officers across the perceived connection linking the core PSJRS dimensions of job-related stressors to excessive force misconduct. The results promote positive social change by reinforcing social bonds between police and communities and creating safer places to live.
<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">With the emergence of global information and technology, firms have reformulated marketing and technological teaming in a concert effort to accommodate transnational marketing relationships that enable firms to compete in a global business society.<span style="mso-spacerun: yes;"> </span>Given the competitiveness of organizational distinction and implication, firms have proactively created an internal synergy that enable marketing teams to better excel in an environment of obscurity and uncertainly.<span style="mso-spacerun: yes;"> </span>Marketing management has evolved into phenomena that require constant reassessment of vision, mission, and strategy in an unrelenting effort to maintain organizational survival and competitiveness in a global recessive business economy.<span style="mso-spacerun: yes;"> </span>Information technology has greatly inspired this renewed sense of competition; moreover, organizations that embrace the challenge of integrating technology within marketing teams will only become the change agents the business world community will aspire to duplicate for great strategic advantage. </span></span></p>
<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-layout-grid-align: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">The purpose of the study was to determine the impact of leadership and managerial decision making within the Drug Enforcement Administration since September 11, 2001.<span style="mso-spacerun: yes;"> </span>A web based survey questionnaire was used to collect the data.<span style="mso-spacerun: yes;"> </span>Participants in the study were criminal justice professors from randomly selected colleges and universities located in the southeast and southwest region of the United States.<span style="mso-spacerun: yes;"> </span>Qualitative and quantitative research methods were used. Each participant was asked to complete a post survey that addressed areas of leadership and decision-making based on opinions and knowledge related to criminal justice.<span style="mso-spacerun: yes;"> </span>Paired samples t test was used to describe the data. In spite of the survey findings of change in knowledge, skills, and cultural behavior, these changes did not appear to lead to significant differences in determining leadership skills.<span style="mso-spacerun: yes;"> </span>It is recommended that future studies use a survey sample instrument designed to measure attitudinal dimensions of decision-making among leaders and managers within the Drug Enforcement Administration.<span style="mso-spacerun: yes;"> </span>One possible recommendation is to utilize a different type of comparison method or instrument that would measure certain dimensions of managerial levels between upper and lower management.</span></span></p>
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