The Effect of a Community Policing Management Style on Officers' Attitudes

Abstract

Quality management, a form of participatory management modeled on the theories of Edwards Deming, was implemented in the Madison, Wisconsin Police Department as a basis for the implementation of community policing. Personnel surveys conducted in 1987 and 1989 found a significant increase over time in the belief that the organization practiced participatory management. The increase in this belief was positively and significantly related to (a) satisfaction with work, the organization, supervision, and job growth potential; (b) perceived significance of work; (c) task identity; and (d) work autonomy. A composite measure of satisfaction was, in turn, significantly related to officers' receptivity to change.

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