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The article first examines whether police hiring decisions represent a zero-sum game where hires from one under-represented group (e.g. White women) reduce the number of hires made from other under-represented groups (non-White men and/or non-White women). Second, we explore whether agencies that hire more members of underrepresented groups achieve more diverse applicant pools in future hiring cycles. Negative binomial regression techniques are used in both analyses.

Data for this study come from the Commission on Accreditation for Law Enforcement Agencies (CALEAs) from 2011 to 2016. These data are divided into two periods: Period A (2011–2013) and Period B (2014–2016). The two periods are combined to assess a zero-sum effect. Then, Period A data on hiring decisions is used to estimate the diversity in applicant pools in Period B.

Results from this study provided little evidence of a zero-sum effect. It does not seem that agencies that hire from one under-represented group are less likely to hire from others. Instead, agencies that have shown a commitment to diversification are more likely to make additional hires from under-represented groups. We also found evidence of a relationship between Period A hires and Period B applicant pools for Hispanic women, but not for other groups. Broadly, we found that agencies where a larger share of officers are women were more likely to hire more women applicants.

Previous research examining zero-sum effects in hiring rely on officer rosters rather than specific applicant and hiring data. The data used in this study allows for a more precise examination of hiring decisions, and allows us to link hiring decisions to future applicant pool composition.

Policymakers have long suggested diversifying US police forces, which typically have white male majorities among officers. This article explores to what extent police diversity has changed over time in large agencies, as well as whether different diversity benchmarks may matter for agencies.

The authors draw data from the Law Enforcement Management and Administrative Statistics (LEMAS) survey for 358 agencies that had at least 100 full-time sworn officers in 1997 and 2016 and that reported officer demographic data to the LEMAS in both years. For a selection of 12 communities – three randomly chosen in each of the four US Census regions – the authors compare officer diversity to Census data on population diversity for different benchmarks.

There has been some increase in diversity but policing largely remains a white male profession. The authors find only limited variation in diversity by type of benchmark – e.g. total population, working population or recruiting-age population – a community considers. This suggests communities may wish to choose a benchmark they can best measure and seek to increase diversity by it, and research on workforce representation may not be sensitive to benchmark choice. The authors also suggest communities and their police organizations consider other ways to assess diversity, including those that illustrate a broader range of attributes and representation throughout the organization, and that they research and test alternative forms of measurement to gauge whether these findings hold for different modeling approaches.

Our analysis is limited to the largest police agencies and to overall staffing level diversity metrics pertaining to sex, race and Hispanic origin. Still, we find many police agencies have room for greater diversity, which could draw more qualified workers and lead to better policing.

While there has been much attention to police diversity in recent decades, there have been few efforts to compare alternative measurement approaches. This research provides guidance to some initial measures, as well as further considerations communities may wish to make.

This paper aims to explore police perspectives on community engagement strategies within the context of crime prevention in South Africa, focusing on Johannesburg metropolitan police stations. The study’s objective is to scrutinise the effectiveness and challenges of community policing strategies.

Through a qualitative research approach, this study conducted unstructured interviews with station commanders and visible policing officers across 10 Johannesburg metropolitan police stations.

The findings reveal that community policing strategies, such as community–policing forums, sector policing, street patrollers and social media utilisation, can effectively engage communities as partners in crime prevention. However, certain challenges such as resource limitations and difficulties in policing-specific regions, were also identified.

This study contributes to the broader understanding of community–policing partnerships and the practical implications of community–policing strategies in South Africa, suggesting areas for improvement and adaptation to the unique South African context. This knowledge can help optimise efforts to foster stronger relationships between police and communities, bolster public trust and ultimately improve crime prevention outcomes.

The purpose of this study is to examine empirically the joint effect of innovation and strategic planning on organizational performance of Dubai Police.

To examine the hypothesized model of the study, a survey questionnaire was used. The data were collected from the general department of total quality of the Dubai Police. The total number of questionnaires distributed was 150, out of which only 95 usable questionnaires were returned and ready for analysis. The regression approach through SPSS was used to analyze the data and test the hypotheses.

The statistical results confirm the effect of strategic planning and innovation on the organizational performance of Dubai Police.

Further details and valuable implications are discussed throughout the study. The results have many practical implications, in that it can help managers to make proper decisions when deciding to implement innovation and strategic planning in their organizations.

This study is a rare and unique empirical study that examines the effect of innovation and strategic planning on the organizational performance of Dubai Police.