COMMUNICATION STRUCTURE OF THREE POLICE ORGANIZATIONS IN RELATION TO PERCEPTIONS OF THE DEPARTMENT AS HELD BY ITS MEMBERS - AN ANALYSIS

• NCJ Number: 66145
• Author(s): C M DUNNING
• Date Published: 1976
• Length: 201 pages
• Grant Number(s): 75-NI-99-0044; 14-NI-99-1002
• Sponsoring Agency: US Dept of Justice
• Publication Format: Document
• Publication Type: Thesis/Dissertation
• Language: English
• Country: United States of America
• Note: MICHIGAN STATE UNIVERSITY - DOCTORAL DISSERTATION

Annotation

A COMPARATIVE ANALYSIS OF INTERNAL COMMUNICATIONS IN THREE POLICE DEPARTMENTS WAS UNDERTAKEN TO DETERMINE THE IMPACT OF PERCEPTIONS ABOUT THE DEPARTMENT ON THE DIRECTION AND FREQUENCY OF COMMUNICATION.

Abstract

THE DEPARTMENTS STUDIED HAD 25 TO 50 MEMBERS AND WERE LOCATED IN THE MIDWEST. A QUESTIONNAIRE AND COMMUNICATIONS CHECKLIST WERE USED TO IDENTIFY RELATIONSHIPS BETWEEN COMMUNICATION FLOW AND DEPARTMENTAL CHARACTERISTICS AS PERCEIVED BY OFFICERS. LACK OF PROPINQUITY (OPPORTUNITY FOR CONTACT) AND LACK OF PERCEIVED ABILITY TO PARTICIPATE IN DECISION AND CONTROL PROCESSES IMPEDED INTEGRATION OF COMMUNICATION, LIMITING COMMUNICATION FLOW TO FORMAL HIERARCHICAL LINES. UNCERTAINTY ABOUT ORGANIZATIONAL GOALS AND EXPECTATIONS ALSO DECREASED COMMUNICATION CONTACTS. PERCEIVED PARTICIPATION IN DECISIONMAKING AND CONTROL RESULTED IN GREATER HORIZONTAL AND UPWARD COMMUNICATION CONTACT, WHILE JOB SATISFACTION WAS CORRELATED POSITIVELY WITH HORIZONTAL AND DOWNWARD COMMUNICATION AND NEGATIVELY WITH UPWARD COMMUNICATION. PARTICIPATION IN DECISIONMAKING PRODUCED GREATER JOB SATISFACTION AND PERCEIVED INNOVATIVENESS, YET ALSO PRODUCED GREATER UNCERTAINTY ABOUT ORGANIZATIONAL GOALS AND EXPECTATIONS. EXPLANATIONS FOR THESE AND OTHER FINDINGS ARE EXPLORED, AND DIRECTIONS FOR FURTHER RESEARCH ARE SUGGESTED. DETAILS OF STUDY METHODS AND FINDINGS, COPIES OF SURVEY INSTRUMENTS, SUPPORTING DATA, AND OVER 100 REFERENCES ARE PROVIDED.