“Academics and practitioners alike are concerned about the potential “double-edged sword” of procedural justice. In the organizational context, procedural justice is expected to increase compliance with supervisors. However, blind, unthinking, or “hard” compliance with supervisors, may lead to anti-organizational behavior and misconduct. The present study examines the moderating effect of a police recruit cultural training program on the relationship between procedural justice and compliance with police supervisors. We expect that providing cultural training will moderate the relationship between procedural justice and “hard” compliance.”
Source: Sargeant, E., Antrobus, E. & Platz, D. (2017). Journal of Experimental Criminology and available from this link (subscription journal).
“In terms of governance, British policing seems to arise from a history of local traditions influenced more recently by centralist managerial demands. A creeping process of privatisation has led social scientists to argue that patterns of governance in British policing are changing in several directions. This has included the way police officers not only are challenged, but also challenge these changing modes of governance in terms of ethical codes of behaviour.”
Source: Westmarland, L. (2016). Global crime, 17(3-4), and available from this link (open access).
Winter sunrise swims/Flickr
“The purpose of this paper is to explore Australian police officers’ perceptions of unethical conduct scenarios with the aim of understanding unwillingness to report infractions.”
Source: Porter, L. & Prenzler, T. (2016). Policing: An International Journal of Police Strategies & Management, 39/2 available from this link (subscription journal).
“The purpose of this paper is to explore the ethical perspectives of leadership humility. Jim Collins, in his seminal work, Good to Great, noted that all great organizations are led by “Level 5 leaders (L5Ls).” These leaders exhibit fierce resolve, but incredible humility. This paper examines the nature of humility and its assumptions associated with 12 frequently cited ethical perspectives.”
Source: Caldwell, C., Ichiho, R., & Anderson, V. (2017). Journal of Management Development, and available from this link (subscription journal).
“This paper analyses police officer perspectives on the seriousness of potential misconduct or unethical behaviour, and the factors that might shape whether they would report their colleagues’ misdemeanours. It compares responses from police officers in UK three forces, looking at potentially corrupt behaviours described in a series of scenarios. The discussion includes why some types of misdemeanour seem more likely to be reported and the potential effects of a newly introduced formal Code of Ethics.”
Source: Westmarland, L., & Rowe, M. (2016). Policing and Society, and available from this link (subscription journal).
Storm from North Head/Flickr
“The challenge for organizations is to cultivate environments where ethical decisions are easier, not more difficult. Creating training exercises that better simulate the actual environment, circumstances, and pressures where ethical decisions are made is the first step toward addressing these critical challenges. All high-performance athletes know they need to train in the same environment as the one in which they will compete. It ought to be no different for managers who must continually train and prepare for the big ethical decisions they will inevitably face.”
Source: Soltes, E. (2017). HBR blog comment and available from this link (open access with personal registration).
Coral Tree flower, Collins Beach
“This paper critically examines qualitative survey data from 36 Victorian public sector bodies on their perceptions of corruption risks, and strategies to mitigate these risks, as well as the integrity mechanisms in place. The findings indicate that even though corruption does not seem to be prevalent in these bodies it is not on their radar either, though fraud prevention was significantly present. The paper identifies international best practices of integrity management and inculcation of public service ethos in developed countries, and stresses three vital elements or pillars that combine both the ‘values’ and ‘compliance’ based approaches.”
Source: der Wal, Z., Graycar, A., & Kelly, K. (2016). Australian Journal of Public Administration, 75/1, and available for AIPM staff and students from this link (subscription journal).
“Public sector management reforms target the work practices, employment structures and conduct of the NSW public service. These include changes to rules and guidelines for recruitment, job classification, the structure of the senior executive service, and ethical conduct. The reforms aim to provide the foundation for a modern, high performing government sector. The role of the Public Service Commissioner and the PSC is to drive these improvements across the public sector.”
Source: Audit Office of NSW and available from this link.
Manly at dusk/Flickr
“Interest in ethical leadership from academics and practitioners has grown enormously in recent years. This article addresses this literature through a framework that identifies three interlocking questions. First, who are ethical leaders and what are their characteristics? Second, how do ethical leaders do what they do? Third, why do leaders do as they do and what are the outcomes of ethical leadership?”
Source: Lawton, A. & Paez, I. (2015). Journal of Business Ethics, 130(3) and available for AIPM staff and students from this link.