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The concept of organizational justice refers to employee perceptions about whether the employing organization treats workers in a fair and just manner. Policing research has shown that officers' organizational justice views are associated with various salient outcomes (e.g., job satisfaction, organizational commitment, and misconduct). No research has been published on the relationship of justice views and the life satisfaction of police officers. The current preliminary study explored how distributive and procedural justice were related to life satisfaction based on self-reported survey data from 827 police officers from the state of Haryana in India. Factor analysis suggested that two variables represent procedural justice: one focused on the perceived fairness of procedures for evaluation and the other focused on the perceived fairness of the procedures for promotion decisions. Only one factor was needed for distributive justice. Ordinary least squares (OLS) regression analysis indicated that all three justice variables had significant positive associations with life satisfaction. The results suggest that enhancing distributive and procedural justice views of officers should increase the level of reported satisfaction with life. [ABSTRACT FROM AUTHOR]

Public trust in the police is an important element of a healthy democracy. Concurrently, trust within the workplace is essential for a healthy organization, including the police. The main forms of organizational trust are management, supervisor, and coworker trust. However, there has been little research on how organizational trust affects police officers. This study examines the effects of these three forms of organizational trust on the job satisfaction, job involvement, and organizational commitment of police officers. The sample of 827 officers was drawn from two districts in Haryana, India. The findings indicate that all three forms of trust play an important role in improving the work attitudes of Indian police officers and that personal characteristics account for a lesser variance than the trust variables. [ABSTRACT FROM AUTHOR]

Correctional institutions are manpower-intensive organizations, and organizational commitment is important for their successful functioning. This study uses the job demands model to examine effect of workplace variables on organizational commitment. Using a sample of 163 correctional officers from a prison in Haryana State, India, we find that job demands (fear of being hurt and work and role overload) have no significant effect of organizational commitment. All four components of job resources (instrumental communication, job autonomy, quality of supervision, and job variety) were found to be positively and significantly associated with organizational commitment. The study highlights the importance of adequate knowledge of job resources in trying to raise the affective commitment of correctional officers. [ABSTRACT FROM AUTHOR]

No corner of the world is completely safe from terrorist attacks. Both India and the United States have suffered horrific acts of terrorist-inspired violence. While views of terrorism vary for different reasons, culture certainly plays a role. A total of 918 undergraduate college students, composed of 434 Indian students and 484 U.S. students, were surveyed on their views of terrorism, responses to terrorism, and appropriate punishment of terrorists. Ordered ordinal regression results indicated a significant difference on 20 of the 26 items by nationality. Indian participants were more likely to express strong views on the problem of terrorism for society and to see terrorists as more similar to common criminals than their U.S. counterparts. Indian students were also more likely to feel that the government should do whatever was necessary to win against terrorists, while U.S. students were more likely to view winning against terrorists as difficult. Further, Indian respondents were more likely to feel that terrorists needed to be punished harshly and the death penalty would deter them, while U.S. respondents more likely to feel convicted terrorists should be able to appeal their sentences. The results suggest that culture plays a role in shaping terrorism views. [ABSTRACT FROM AUTHOR]

Trust is a vital part of society and is critical for organizations. The main forms of organizational trust are management trust, supervisor trust, and coworker trust, each of which allows organizations to function and operate efficiently. This is particularly true for police agencies. Yet, few studies have examined how organizational trust affects police officers. The job of a police officer can be demanding, often resulting in heightened job stress. It is unclear whether organizational trust can reduce job stress or, conversely, whether low or non-existent organizational trust contributes to job stress. The current study explored the effects of management trust, supervisor trust, and coworker trust on job stress among Indian police officers, while also assessing the effects of job autonomy, views on quality training, role overload, role underload, and perceived dangerousness of the job. A sample of 827 police officers was drawn from two districts in the state of Haryana in India. Supervisor and coworker trust had statistically significant negative effects on job stress, while management trust had nonsignificant negative effects. Job autonomy and views on quality training also had significant negative effects, while perceptions of the job as dangerous and role overload had significant positive effects. Role underload had nonsignificant effects. The results indicate that building coworker and supervisor trust, increasing job autonomy, improving views on quality training, and reducing role overload and perceptions of the job as posing a risk should reduce job stress for police officers. [ABSTRACT FROM AUTHOR]

Organizational citizenship behaviors (OCBs) have been the subject of considerable research attention within business organizations. Much less attention has been directed at OCBs within criminal justice agencies, and even less research has addressed OCBs within police organizations. The present study uses survey data collected from 829 police officers in India to assess the antecedents of several dimensions of OCBs. Unlike most prior research, we use a path model in an effort to disentangle the direct and indirect effects of organizational justice, job demands and job resources, organizational justice, stress, and work attitudes on OCBs while controlling for officer personal characteristics. Our findings indicate that job satisfaction and organizational commitment are strong predictors of OCBs and that they mediate the effects of job stress, which did not directly influence OCBs. In addition, organizational justice factors exerted inconsistent effects on OCBs. Strategies for increasing the likelihood that officers will engage in OCBs are discussed. [ABSTRACT FROM AUTHOR]

Policing is a stressful occupation that may give rise to work–family conflict (WFC). WFC arises when the work domain encroaches into the family domain, or vice versa, causing officers to become less attached to their job and the police organization. Using survey data collected from a sample of police officers in India, we examined the relationship between four dimensions of WFC (time-based, strain-based, behavior-based, and family-based WFC) and two dimensions of organizational commitment (continuance and affective). Family-based WFC was found to reduce continuance commitment, while strain-based WFC reduced affective commitment. Time-based, strain-based, and behavior-based WFC increased continuance commitment. We examined the implications of these findings for police policy makers and administrators. In addition, we also discussed our findings in the context of cross-cultural comparisons. [ABSTRACT FROM AUTHOR]

Job burnout can negatively impact individual officers, the organization that employs the burned out officers, citizens with whom these officers directly interact, and the community more broadly. The vast majority of the empirical research on burnout has been based on Western police officers. The present study extends our understanding of the associations that job stress, job involvement, job satisfaction, affective commitment, and continuance commitment have with the three dimensions of burnout (emotional exhaustion, depersonalization, and a reduced sense of accomplishment) among Indian police officers. Ordinary least square (OLS) regression analysis was used to examine survey data from 827 police officers in the Sonipat and Rohtak districts of the Indian state of Haryana using a systematic random sample. The findings indicate that job involvement and job satisfaction were associated with lower levels of all three dimensions of burnout. Job stress was associated with emotional and reduced accomplishment burnout. High affective commitment was associated with lower levels of a reduced sense of personal accomplishment, while continuance commitment was associated with higher levels of emotional and depersonalization burnout. The results suggest that job stress, job involvement, job satisfaction, affective commitment, and continuance commitment have effects on burnout among Indian officers, as has been found among Western officers. As such, police scholars and administrators should focus on reducing job stress and continuance commitment and increasing job involvement, job satisfaction, and affective commitment among officers. [ABSTRACT FROM AUTHOR]

Successful police organizations rely on involved, satisfied, and committed workers. The concepts of job involvement (i.e., connection with the job), job satisfaction (i.e., affective feeling toward the job), and organizational commitment (i.e., bond with the employing organization) have been shown to significantly affect intentions and behaviors of employees. The current study used multivariate ordinary least squares (OLS) regression analysis on survey results from a sample of 827 Indian police officers to explore how perceptions of work environment factors affect officers' job involvement, job satisfaction, and organizational commitment. Organizational support, formalization (i.e., level of codified written rules and guidelines), promotional opportunities, institutional communication (i.e., salient work information is transmitted), and input into decision-making (i.e., having a voice in the process) significantly influenced the job involvement, job satisfaction, and organizational commitment of Indian police officers. Specifically, in the multivariate analysis, perceptions of formalization and instrumental communication had a positive relationship with job involvement; perceptions of organizational support, promotional opportunities, instrumental communication, and input into decision-making had positive associations with job satisfaction; and perceptions of organizational support, formalization, promotional opportunities, instrumental communication, and input into decision-making had positive relationships with organizational commitment. [ABSTRACT FROM AUTHOR]

Policing has long been recognized as a stressful, emotionally trying, and sometimes dangerous occupation. Job stress is related to several harmful outcomes for officers, and ultimately police organizations. The present study empirically examined the applicability of the job demands–resources model to explain levels of work stress experienced by a sample of police officers in India. Survey data collected from 827 officers in the Indian state of Haryana were examined to determine the impact of five job demands and four job resources on work stress. Our findings suggest that role ambiguity, role conflict, and role overload are associated with higher levels of officer stress, whereas organizational support, formalization, and employee input in decision making are all associated with lower levels of stress. The implications of our findings for policing and the job demands–resources model are also discussed. [ABSTRACT FROM AUTHOR]

The concept of justice plays an important role in shaping the attitudes of citizens towards criminal justice agencies. Additionally, research indicates that police officers’ perceptions of justice within their own organisation can affect their attitudes towards it. Most of the research to date has focused on police officers in Western nations; however, the effects of organisational justice could be universal (i.e. cut across different police agencies and nations) or contextual (i.e. vary between cultures). The current study examined the association between perceptions of two dimensions of organisational justice, distributive (fairness in outcomes) and procedural (fairness in procedures/processes), with job satisfaction and organisational commitment among Indian police officers. Ordinary least squares (OLS) regression analysis of survey data collected from 827 officers stationed in the Sonepat and Rohtak districts in the north Indian state of Haryana indicated that perceptions of distributive justice and procedural justice (in terms of promotions and evaluations) had significant positive relationships with both job satisfaction and affective organisational commitment. The findings support the contention that perceptions of organisational justice have important effects on Indian police officers. [ABSTRACT FROM AUTHOR]

The job satisfaction of staff is vital for the effective functioning of any organization. Many studies have been conducted that examine the job satisfaction of correctional officers, though mostly in Western nations. To examine job satisfaction in a cross-cultural setting, this study uses survey data from a sample of 163 correctional officers in a prison in the State of Haryana, India. We examine how job demands (perceived dangerousness of the job and role overload) and job resources (instrumental communication, job autonomy, quality supervision, and job variety) affect job satisfaction. The results indicate that all four job resource variables had significant positive associations with job satisfaction, while neither job demand variable was significantly related to job satisfaction. The implications of the study for policy are also discussed. [ABSTRACT FROM AUTHOR]

Work-family conflict occurs when the domains of work and home spill over into one another leading to conflict, which is a real possibility for the unique occupation of policing. Work on family conflict, a subdomain of work-family conflict, occurs when issues at work spill over impacting home life. One form of work on family conflict is strain-based conflict, which is when work problems results in conflict at home, such being irritable at home or arguments with family members and friends. This study examined the relationship between organizational structure variables and work on family conflict strain among Indian police officers. India is the most populous democracy in the world, but little has been published in Western journals of how workplace variables maybe related to work on family strain among Indian officers. Among the organizational structure variables, instrumental communication, organizational support, formalization, distributive justice, and procedural justice each had negative relationships with work on family strain. Input into decision-making had a nonsignificant association. [ABSTRACT FROM PUBLISHER]

Existing research has suggested that work–family conflict is associated with a host of negative consequences. One dimension of work–family conflict, known as strain-based conflict, occurs when workplace problems negatively impact the quality of home life. Unfortunately, there has been limited research on strain-based conflict among police officers, especially those in non-Western nations, and the existing research has failed to examine the relationships between a full range of relevant workplace characteristics and strain-based work–family conflict. Using survey data from Indian police officers, this study examined the association of time-based conflict, behavior-based conflict, role conflict, role ambiguity, role overload, role underload, perceived dangerousness of the job, supervision, views on training, job autonomy, and job variety with strain-based conflict. This study’s findings indicate that time-based conflict, behavior-based conflict, role conflict, and role overload were associated with higher levels of strain-based conflict in an ordinary least squares regression analysis. Job autonomy and views of training were associated with lower levels of strain-based conflict in a multivariate analysis. The findings also suggest a need to further study the impact of how work environment variables affect work–family conflict, particularly strain-based conflict, among police officers across a variety of nations. [ABSTRACT FROM AUTHOR]

Past empirical research has indicated that workplace factors affect the work attitudes of police officers. Police officers (N = 827) were surveyed in two districts (Sonipat and Rohtak) in the State of Haryana in the Republic of India. Ordinary least squares regression analysis was used to test the effects of job variables (i.e., job autonomy, job variety, training, and supervision) on job attitudes (i.e., job involvement, job satisfaction, and organizational commitment). Results indicate that variety, training, and supervision had positive associations with involvement, satisfaction, and commitment. Job autonomy had no association with job satisfaction or organizational commitment and had a negative association with job involvement. [ABSTRACT FROM AUTHOR]

This study examined the importance of formal and informal crime control in the United States and India. Formal crime control relies on the law and official government agencies to deter criminal actions and to respond to criminal activity. Informal crime control relies on moral and social institutions (e.g., family, peers, and neighbors) to promote lawful behavior. Using the data collected from 928 college students, the study found that the Indian and U.S. respondents differed on most of the formal and informal control measures. Overall, the Indian respondents were more likely to rank informal control as more important than were their U.S. counterparts. Although there were differences, both groups of respondents shared similar views on the importance of both forms of crime control and held that family was the most important form of crime control. [ABSTRACT FROM PUBLISHER]

While there is a large amount of research on public attitudes toward the police, far fewer studies have examined citizen's views of the police in non-Western nations. Even less is known regarding Indian citizens' perceptions of the police. Based on survey data collected from over 900 college students, this exploratory study compared and contrasted college students' views of policing in India and the United States. The results uncovered both intranational and international differences in three areas of views of the police, including general satisfaction with the police, support for aggressive policing, and support for community policing. Indian students in general were less satisfied with the performance of the police; yet, more supportive of both aggressive policing and community policing than their U.S. counterparts. Perceptions of the police varied somewhat by gender, age, and academic level. [ABSTRACT FROM PUBLISHER]

Views toward crime, criminals, punishment, and treatment are shaped by social forces, which differ across nations. Most of the research in this area has been conducted among citizens of Western nations, yet crime and responding to it is a worldwide occurrence. This study compared the crime views of Indian and U.S. college students. It was found that there were significant differences between Indian and U.S. respondents in their views toward crime, criminals, punishment, and treatment. There were mixed views on punishment and rehabilitation among both groups of students. In a multivariate analysis controlling for gender, age, academic level, and religious saliency, nation of the respondent was one of the best predictors for these views. The differences in views were attributed partly to the cultural differences between the two nations. [ABSTRACT FROM AUTHOR]

While research abounds on attitudes toward capital punishment in the United States, such work has been lacking in non-western nations--particularly in India, the world's largest democracy. Data recently collected have revealed variance in levels of support for the death penalty among Indian college students: 44 percent express some degree of opposition, 13 percent are uncertain, and 43 percent express some degree of support. Reasons for support or opposition also exhibited variance. According to a multivariate analysis, statistically significant reasons for support included retribution, instrumentalist goals, and incapacitation; while significant reasons for opposition included morality and the belief that deterrence could be achieved by imposing sentences of life without parole. [ABSTRACT FROM AUTHOR]