Police managers’ self-control and support for organizational justice.

Wolfe, Scott E.; Nix, Justin; Campbell, Bradley A.

doi:10.1037/lhb0000273

Cited by 15 publications

(9 citation statements)

References 85 publications

(112 reference statements)

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“…These are the very officers who are in a position to use organizational justice to the benefit of their subordinate officers. Supervisors who have been negatively affected by Ferguson and similar controversies may be at a disadvantaged spot to ensure effective managerial strategies like employing organizational justice (see Wolfe, Nix, and Campbell, 2018). The present study attempted to shed some light on this matter.…”

Section: Discussionmentioning

confidence: 99%

“…Our findings suggest that it would be wise to focus attention on building audience legitimacy. As discussed above, an internal mechanism that could help in this process would be for police supervisors to ensure organizational justice when dealing with subordinates (see also, Wolfe et al ., 2018). Line-level officers who are treated fairly by their superiors are more likely to treat the public in the same manner (Tankebe, 2014).…”

Section: Discussionmentioning

confidence: 99%

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Management-level officers’ experiences with the Ferguson effect

Nix

Wolfe

2018

Policing: Int J.

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Purpose The purpose of this paper is to examine the factors associated with management-level officers’ sensitivity to various manifestations of the “Ferguson effect.” Design/methodology/approach A survey was administered to police officers attending an advanced training institute in the Southeastern USA in the fall of 2015. Specifically, a series of items first inquired about negative attitudes attributable to deadly force incidents throughout the country, followed by items tapping into theoretically relevant concepts including self-legitimacy, audience legitimacy, and peer attachment. Findings Findings suggest that like line-level officers, police managers may also harbor various attitudes attributable to a Ferguson effect – including less willingness to be proactive, reduced motivation, less job enjoyment, and a belief that crime will ultimately rise as officers “de-police.” However, officers who believe their communities afford legitimacy to the police were less likely to report these sentiments. Study limitations and avenues for future research are also discussed. Originality/value This is the first study to consider how police managers have been impacted by highly publicized deadly force incidents in recent years. It underscores the importance of maintaining legitimacy in the public eye, particularly in the post-Ferguson era of American policing.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Management-level officers’ experiences with the Ferguson effect

Nix

Wolfe

2018

Policing: Int J.

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“…The specific categories were very small ( n < 25), small ( n < 50), medium ( n < 100), large ( n < 500), and very large ( n ≥ 501) categories based on the number of sworn officers reported by the participant. The decision to include these control variables was based on prior empirical research and not based on theoretical rationale (Murphy, 2009; Reynolds & Helfers, 2018; Wolfe & Nix, 2016; Wolfe, Nix, & Campbell, 2018).…”

Section: Methodsmentioning

confidence: 99%

Applying Social Exchange Theory to Police Deviance: Exploring Self-Protective Behaviors Among Police Officers

Helfers

Reynolds

Maskály

2018

Criminal Justice Review

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Social exchange theory is one of the prominent paradigms used to explain the processes linking organizational treatment of employees to their job performance. However, the theoretical link between perceived organizational treatment and police deviance has not been fully explored. This research addresses this gap by analyzing the relationship between perceptions of organizational justice and the use of police self-protective behaviors (SPBs) using organizational support and organizational indifference as ad hoc indicators of the social exchange process. Data were collected using an online self-report survey distributed to police officers in a southern state who are members of a police officer association ( n = 1,861). Consistent with previous social exchange research, the findings generally support the idea that fairness is related to SPBs, but largely to the extent that it enhances the social exchange in terms of increasing perceptions of organizational support and reducing perceptions of organizational indifference, which both directly affect an officer’s use of SPBs, and are a type of police deviance. Specific findings, relevant policy implications, and directions for future research are discussed.

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“…By contemplating the possibilities of this perspective, we aim to make two contributions to this literature. First, research on justice enactment has identified both situational factors (e.g., Monin, Noorderhaven, Vaara, & Kroon, 2013;Sherf, Venkataramani, & Gajendran, in press;Wo, Ambrose, & Schminke, 2015) and individual factors (e.g., Brebels, De Cremer, van Dijke, & Van Hiel, 2011;Patient & Skarlicki, 2010;Qin, Ren, Zhang, & Johnson, 2017;Scott et al, 2014;Wolfe, Nix, & Campbell, 2018) that guide agents' behavior. Despite the fact that these findings may help us better understand justice violations, we maintain that they will not entirely eliminate them because trade-offs between competing interests are inherent to many justice-related decisions.…”

Section: Thanos Avengers: Infinity Warmentioning

confidence: 99%