The role of organisational justice and community policing values in the model of external procedural justice in Croatia

Ivković, Sanja Kutnjak; Peacock, Robert; Mraović, Irena Cajner

doi:10.1080/01924036.2019.1599972

Cited by 18 publications

(32 citation statements)

References 43 publications

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“…Organizational justice stresses employees’ perceptions that the employing organization treats workers in a just and fair manner (Greenberg, 1990). Organizational justice is instrumental in facilitating greater job satisfaction, commitment to democratic policing and the rule of law, compliance with rules and policies, and fair treatment of and trust in the public, and in reducing job turnover and the impact of adverse events on officers (Bradford et al, 2014; Haas et al, 2015; Kutajak Ivkovic et al, 2020; Myhill & Bradford, 2013; Nix & Wolfe, 2016; Sun et al, 2018; Trinkner et al, 2016; Van Craen & Skogan, 2017; Wu et al, 2017). Despite consistent evidence supporting organizational justice’s role in leading to favorable outcomes, we know little about the linkage between organizational justice and organizational commitment in the policing literature, especially in non-Western countries (see Frank et al, 2020, for a notable exception).…”

Section: Introductionmentioning

confidence: 99%

Linking Organizational Justice to Organizational Commitment Among Nigerian Police Officers

Sun

Otu³

et al. 2021

Criminal Justice and Behavior

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Organizational commitment is an imperative aspect of occupational attitudes as it signals employees’ willingness to stay with their organization and effectively achieve collective goals. Although recent studies have assessed factors influencing police officers’ organizational commitment, very little is known about the antecedents of police commitment in African countries. Based on a survey of Nigerian police officers, the study assesses the linkage between organizational justice and organizational commitment directly and indirectly through organizational trust and job satisfaction. Structural equation modeling (SEM) indicates that the relationship between organizational justice and organizational commitment is principally indirect through the mediating mechanisms of supervisory trustworthiness and job satisfaction. Officers who express greater organizational justice report higher trust in their management and supervisors and, subsequently, stronger job satisfaction, leading to higher organizational commitment. Implications for future research and policy are discussed.

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Section: Introductionmentioning

confidence: 99%

Linking Organizational Justice to Organizational Commitment Among Nigerian Police Officers

Sun

Otu³

et al. 2021

Criminal Justice and Behavior

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“…Extending the same line of arguments, studies demonstrated a direct linkage between officers being treated fairly and justly by their supervisors (i.e., internal procedural justice) and their willingness to apply procedurally fair actions toward the citizenry (i.e., external procedural justice) (Bradford & Quinton, 2014; Tankebe & Mesko, 2015; Trinkner et al, 2016; Van Craen & Skogan, 2017; Wu et al, 2017). Other studies also showed that the association between internal and external procedural justice was at least partially mediated by officers’ emotional states and moral alignment with and trust in citizens (Kutajak Ivkovic et al, 2020; Sun et al, 2018; Van Craen & Skogan, 2017; Wu et al, 2019).…”

Section: Introductionmentioning

confidence: 97%

Does Trust in Citizens Mediate the Relationship Between Internal and External Procedural Justice: A Comparison Between China and Taiwan Police

Sun

Liu

et al. 2020

Int J Offender Ther Comp Criminol

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This study investigates the roles of trust in citizens and compliance with agency policies in mediating the direct and indirect relationships between internal procedural justice and external procedural justice among Chinese and Taiwanese police officers. Based on survey data collected from 1,253 police officers, this study comparatively analyzes whether supervisory treatment of officers is predictive of trust in citizens and willingness to follow agency policies, which in turn is linked to their willingness to act fairly and justly toward citizens on the street. The results indicate that officer trust in citizens mediates the relationship between internal and external procedural justice in both China and Taiwan, but compliance with agency policies does not. Internal procedural justice directly predicts external procedural justice among Taiwanese officers, but such a connection is not found among Chinese officers. Implications for future research and policy are discussed.

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“…Our analysis decomposes the direct and indirect impacts that PPJ has on officer perceptions of just and unjust police–citizen interactions. The study makes a novel and important contribution to police organizational justice research by adding the hypothesized role of PPJ on self-perceived officer behavior directly and indirectly through psychological states hypothesized from past peer officer research as mediators in the model (Haas et al, 2015; Kutnjak Ivković et al, 2020; Sun et al, 2019; Van Craen & Skogan, 2017).…”

Section: Introductionmentioning

confidence: 99%

The Distinct Role of Peers and Supervisors in Shaping Officers’ Just and Unjust Interactions with Citizens

Peacock

Ivković

et al. 2022

Criminal Justice and Behavior

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This study steps outside the dominant supervisor-centric approach to organizational justice to examine the impact of peer officers on both procedural justice and injustice in officer–citizen interactions. Recent scandals over the failure of officers to not intercede or object to a colleague’s misconduct has led to a growing policy and research interest in peer influence, training, and intervention programs. A structural equation modeling analysis on a cross-national survey of officers decomposed the direct and indirect effects of peer procedural justice (PPJ) on anticipated officer just and unjust interactions with the public. The study’s finding that PPJ has a greater impact than supervisory procedural justice on officer anticipated just and unjust behavior suggests that policing studies should expand the modeling of organizational justice to include the role of interactions with peer officers. The outcome also adds to the nascent research seeking to better understand how peer-level interventions can promote procedurally just policing.

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The role of organisational justice and community policing values in the model of external procedural justice in Croatia

Cited by 18 publications

References 43 publications

Linking Organizational Justice to Organizational Commitment Among Nigerian Police Officers

Linking Organizational Justice to Organizational Commitment Among Nigerian Police Officers

Does Trust in Citizens Mediate the Relationship Between Internal and External Procedural Justice: A Comparison Between China and Taiwan Police

The Distinct Role of Peers and Supervisors in Shaping Officers’ Just and Unjust Interactions with Citizens

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