Know it Now | Page 58 of 61 | Australian Institute of Police Management

Planning robust policing futures: modelling using multimethodology

Stones & rocks/EvaThe resourcing of policing activity is characterised by a level of complexity, particularly where evaluating alternative policy options is concerned. In this paper, a case study using multimethodological modelling to compare alterative policy choice in a group context is outlined with respect to response-patrol officer (RPO) deployment within a UK police force. The paper aims to discuss these issues.

Source: Moizer, J., Carter, D. & Liu, S. (2015). Industrial Management & Data Systems, 115(3), and available for AIPM staff and students from this link.

 

 

A web of harms: serious and organised crime and its impact on Australian interests

Storm over Manly Beach/Flickr

This report analyses serious, transnational and organised crime and the harms it causes to Australia’s interest, with the aim of reinvigorating a discussion of this critical matter amongst Australians. This web impacts on our national interests to the sum of an estimated $15 billion per year. That very conservative estimate includes costs to government through denied revenue and increased law enforcement costs. But there are also social, health and economic harms to individuals, community and business.

Source: Connery, D.,  Murphy, C. & Channer, H. (2015). ASPI Special Report and available from this link.

Special report concerning police oversight

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Banksia

The Independent Broad-based Anti-corruption Commission (IBAC) plays a vital role in building community confidence by providing oversight of police operations. This report provides a focused account of our key police oversight activities since becoming fully operational in early 2013.

Source:  IBAC (Victoria) and available from this link.

 

Categories: Ethics, Police

Public sector work intensification and negative behaviors

Blue Groper at Shelly Beach/Flickr

The purpose of this paper is to explore issues associated with sector specific change in the Australian Public Service (APS). Evidence is presented on the impact of New Public Management (NPM) on work intensification and subsequent negative behaviors by giving voice to APS employees who were subject to the NPM changes.

Omari, M. & Paull, M. (2015). Journal of Organizational Change Management, 28(4), and available for AIPM staff and students from this link.

Ethical decision-making: eight perspectives on workplace dilemmas

Clouds and pine trees/Flickr

“The world of work is evolving fast and is growing more diverse. There’s no ‘golden rule’ or ‘best practice’ that enables HR professionals to operate effectively in this rapidly changing environment. Practitioners’ ability to recognise and resolve ethical dilemmas is fundamental to remaining effective when exercising professional judgement. This review is focused on helping practitioners navigate their choices about designing and implementing HR systems and practices. It identifies eight lenses which offer different perspectives on work dilemmas.”

Source: CIPD (UK) and available from this link.

Strategy implementation: What is the failure rate?

Flannel flower/Flickr

“It is often claimed that 50–90% of strategic initiatives fail. Although these claims have had a significant impact on management theory and practice, they are controversial. We aim to clarify why this is the case. Towards this end, an extensive review of the literature is presented, assessed, compared and discussed. We conclude that while it is widely acknowledged that the implementation of a new strategy can be a difficult task, the true rate of implementation failure remains to be determined. Most of the estimates presented in the literature are based on evidence that is outdated, fragmentary, fragile or just absent. Careful consideration is advised before using current estimates to justify changes in the theory and practice.”

Source: Cândido, C. & Santo, S. (2015). Journal of Management & Organization, 21(2), and available AIPM staff and students on request.

Building Healthy Teams

Manly Beach seagulls/Flickr

Interview with Mary Shapiro, author of the HBR Guide to Leading Teams and professor at Simmons, on dealing with conflict and other issues.

Source: HBR IdeaCast (21:35 mins) and available from this link.

Quotas and targets: how do they affect diversity progress?

Serene Manly dawn/Flickr

“The report is mainly concerned with how best to improve the gender balance in the top roles in organisations. It looks at the debate around the EU proposal to introduce mandatory targets to increase the representation of women on company boards. However, the report also reviews evidence from the worlds of politics and education as well as the workplace. It includes analysis of the findings relating to the use of quota systems and reviews the effects of positive and affirmative action in general. The report also considers the factors that influence attitudes towards the use of compulsory quotas.”

Source: CIPD (UK) and available from this link.

Building affective commitment through job characteristics, leadership and empowerment

Beautiful Manly/Flickr

“Employees committed to their organizations are more likely to contribute better and remain longer with their companies. This study examines how to build such organizational commitment through job characteristics, leadership and empowerment. Using a sample of 605 knowledge workers from four countries and various industries, this study probes how leadership complexity and psychological empowerment transform the impact of job characteristics on affective commitment.”

Source: Pentaredd, S. & Suganthia, L. (2015). Journal of Management & Organization, 21(3), and available for AIPM staff and students on request.

Grey areas and fine lines: Negotiating operational independence in the era of the police and crime commissioner

Grevillea/E.Grimm

“The findings demonstrate that experiences vary and depend on the particular personalities and experience of the individuals involved. PCCs were particularly likely to test the boundary of operational versus strategic responsibility in relation to issues which had been brought to their attention by members of their electorate.”

Source: Wells, H. (2015).  Safer Communities, 14 (4), and available for AIPM staff and students from this link.

 

Categories: Leadership, Police