Exploring organisation commitment in the police: Implications for human resource strategy

Abstract

Throughout the 1980s and 1990s organisation and management consultants have researched the concept of organisational commitment and report that highly committed employees are likely to be more effective, and be concerned with contributing to organisational improvement. Given the number of police reforms in the UK that are encouraging forces to be more innovative, it is surprising that there have been few studies that have explored commitment amongst police officers. Using survey data (total uniform population 2,898, response rate 43 percent) the paper analyses the extent to which organisation commitment is shaped by: employees’ experiences of behaviour that encourages teamwork, participation, and personal development, provides feedback on role and performance, and avoids a defensive work climate. The results show that these factors strongly influence commitment in all ranks. Significantly the level of commitment varies according to position in the hierarchy, with the majority of constables demonstrating lower commitment, and senior officers (chief inspectors and above) showing higher commitment. Differences in commitment across police divisions are also explored. The paper discusses the limitations in management style and personnel procedures and suggests that strategic human resource management approaches should be adopted in order to increase organisation attachment. A major implication of the findings is that ForceCo needs to develop a long‐term strategy of culture change.

Citation

Metcalfe, B. and Dick, G. (2001), "Exploring organisation commitment in the police: Implications for human resource strategy", Policing: An International Journal, Vol. 24 No. 3, pp. 399-420. https://doi.org/10.1108/EUM0000000005854