Previously published as: Police Studies: Intnl Review of Police Development
Incorporates: American Journal of Police
Online from: 1997
Subject Area: Industry and Public Sector Management
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|Title:||An assessment of South Korean police officers' perceptions of organizational characteristics in the post-reform era|
|Author(s):||Mahesh K. Nalla, (School of Criminal Justice, Michigan State University, East Lansing, Michigan, USA), Wook Kang, (School of Criminal Justice, Michigan State University, East Lansing, Michigan, USA)|
|Citation:||Mahesh K. Nalla, Wook Kang, (2011) "An assessment of South Korean police officers' perceptions of organizational characteristics in the post-reform era", Policing: An International Journal of Police Strategies & Management, Vol. 34 Iss: 2, pp.326 - 346|
|Keywords:||Job satisfaction, Organizational culture, Police, Police reform, South Korea|
|Article type:||Research paper|
|DOI:||10.1108/13639511111131111 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||An earlier version of the paper was presented at the annual meetings of the American Society of Criminology in Philadelphia, November 2008.|
Purpose – The purpose of this study is to develop a broader understanding of police organizational culture in South Korea. More specifically, given its history and culture, the aim is to examine various elements of organizational culture as perceived by line officers and supervisors.
Design/methodology/approach – The data for the present study came from a survey of police officers in South Korea who attended training courses at the Korea National Police University (KNPU), and at the Police Comprehensive Academy (PCA), from June through August of 2008. A total of 406 police officers completed the questionnaires representing an overall return rate of 62 percent.
Findings – The results suggest that, overall, police officers across rank and job assignment were dissatisfied, and at best ambivalent, on all dimensions of organizational culture. Lower ranked police officers, relative to other ranks, appear more dissatisfied with managerial support, open lines of communication, and organizational support. Officers who are part of the police administration (e.g. general affairs, public security, intelligence) are less disenchanted with management support, communication, and innovation than are patrol officers and criminal investigators. This study suggests that both rank and job assignment influences South Korean officers' perceptions of their organizational culture.
Research limitations/implications – This research does not attempt to compare officers' perceptions before and after the Grand Reform, as data are not available for study. In a limited way, it can be interpreted that after over a decade since the implementation of the Grand Reform more work is needed in improving officers' attitudes regarding their organizational climate.
Originality/value – Unlike studies done in the USA, which have de-centralized police forces, this study offers a unique opportunity to examine the organizational culture of a centralized police force. Additionally, this paper examines the extent to which officers' perceptions of police culture are similar along rank, experience, and job assignment variables.
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