Factors Impacting Attitudes, Behaviours and Performance of Police Officers and Staff
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1 13th Annual EIP Conference Factors Impacting Attitudes, Behaviours and Performance of Police Officers and Staff Dr Les Graham Professor Tom Redman Durham University T/ACC Dave Orford Ms Gillian Porter Durham Constabulary 24 th September 2013
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4 Force Confidence Model
5 NI 21 - The police and local council are dealing with the ASB and crime issues that matter in this area
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8 Research Aims o To investigate the factors having the largest impact on the achievement of improved performance and outcomes o To provide reliable and appropriate key measures across the organization that can be tracked over time
9 A General Model Processes of Organizational Work Individual Backgrounds, Attitudes, Motivations Discretionary Work Behaviours Performance and Outcomes
10 Discretionary Work Behaviours Well-functioning organizations not only need people: 1. Who are reliable in the way they carry out their specific roles and job requirements 2. But, also engage in innovative and spontaneous activity that goes beyond their role requirements 1 1 Katz (1964)
11 Discretionary Work Behaviours Refer to this second category of behaviours as Organizational Citizenship Behaviours (OCBs) 1 Behaviours that go beyond the individual s job description, are discretionary, and are useful to the organization Going the extra mile 1 Organ (1988)
12 Discretionary Work Behaviours Staff Organization Police Officers Organization Colleagues General Counter Productive Work Behaviours Public Disruption
13 A General Model for Testing Processes of Organizational Work Individual Backgrounds, Attitudes, Motivations Discretionary Work Behaviours Performance and Outcomes
14 Individual Backgrounds, Attitudes and Beliefs - Calling The desire to spend life doing a particular kind of work A feeling that this is the work that the person should be doing
15 Individual Backgrounds, Attitudes and Beliefs - Public Service Motivation (PSM) Interest in public service motivation has arisen from the observation that public employees behave differently from their private sector counterparts PSM is considered as a useful basis for understanding public employee motivation 1 1 Kim (2010)
16 Individual Backgrounds, Attitudes and Beliefs - Public Service Motivation (PSM) A definition of PSM 1 - the motivational force that induces individuals to perform meaningful... public, community, and social service The theory of PSM suggests that some individuals are motivated to be in a role in the public domain where they can take action to do good for others and make an impact on the well-being of society 2 1 Brewer and Selden (1998: 417); 2 Perry and Hondeghem (2008)
17 Individual Backgrounds, Attitudes and Beliefs - Other Engagement Empowerment
18 A General Model for Testing Processes of Organizational Work Individual Backgrounds, Attitudes, Motivations Discretionary Work Behaviours Performance and Outcomes
19 Police Officers (Standardised Coefficients shown β, *p <.05, **p <.01, ***p <.001) Transformational Leadership.21***.25***.20** Disruption POS.42*** Empowerment.69***.27** Engagement.37*** B =.08,.08* p =.018 Vision Clarity.48*** Public Service Motivation Calling
20 Staff (Standardised Coefficients shown β, *p <.05, **p <.01, ***p <.001) Transformational Leadership POS.42***.27*** Empowerment.34**.65*** Organization.27**.34*** Engagement Vision Clarity Public Service Motivation.64***
21 Police Officers (Standardised Coefficients shown β, *p <.05, **p <.01, ***p <.001) Transformational Leadership Tenure Policing ItQ Vision Clarity.27*** Empowerment.42*** -.29*** -.23*** -.24*** Emotional Exhaustion B = -.047, p = *** -.45*** -.27*** -.17** -.37*** -.27*** Organization Engagement Pay Sat POS Calling Public Service Motivation Job Sat
22 Staff (Standardised Coefficients shown β, *p <.05, **p <.01, ***p <.001) Transformational Leadership ItQ Vision Clarity.27*** -.17**.48*** -.24*** General Empowerment.43*** -.33*** POS -.24*** Emotional Exhaustion.19*** -.47*** Counter Productive Work Behaviours -.33*** -.26*** Job Sat Engagement Pay Sat -.17**
23 Police Officers (Standardised Coefficients shown β, *p <.05, **p <.01, ***p <.001) Job Sat.20**.33***.17* Organization Public.18** n.s. Pay Sat n.s. Disruption
24 Staff (Standardised Coefficients shown β, *p <.05, **p <.01, ***p <.001) Job Sat -.18 * n.s..19*.21* Organization Colleagues n.s. n.s. n.s. General Pay Sat n.s. Counter Productive Work Behaviours
25 Conclusions o How people are managed influences their attitudes and motivation o This has a large impact on their discretionary effort levels o If people go the extra mile organizational performance will improve on a number of dimensions o Improvements in organizational support, leadership and vision clarity have a direct impact on peoples levels of empowerment and engagement
26 Conclusions o Police Officers care about their work and the difference they make in their jobs o They need to be supported and reminded of this calling and motivation
27 Conclusions o Levels of emotional energy are extremely important o They impact on key outcomes for the individual and the organization o Emotional energy levels can be positively influenced through leadership and organizational support
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