Police Misconduct Summary

Corruption within the New York Police Department is a quickly growing phenomenon; to an extent, this is largely due to the cop culture that encourages silence and draws the line at honesty. The good, honest officers are afraid to speak up against co-workers and in the process become corrupt themselves. When police departments were first established in the mid-nineteenth century, corruption quickly followed suit. It began with minor acts of misconduct and today deals with serious criminal activities. Scholars have noted that there is a strong correlation between the officers taking part in corrupt acts and officers wanting to fit in with the culture. In this paper, I argue that the deeper an officer in the New York police department gets into the police culture, the more likely it is that they become involved in narcotic corruption

One of the largest issues plaguing police departments in United States is under staffing Under staffing has become ramp it all over the United States. Under staffing creates issues not only for officers with in a department but also within society as a whole. “The rate of sworn officers current habitats was 2.4 per 1000 in the nation in 2011. The rate of total full-time employees, civilian and sworn was 3.4 per 1000.” (Police Employee Data)

Cordner, G. W. (2016). Police Administration, 9th Edition. Waltham, MA: Routledge Publishing. p. 482-485. Retrieved July 1, 201, from https://www.betheluniversityonline.net/cps/default.aspx?SectionID=5753&tabid=154#1

The policy recommendations for the City of Chicago Police Department include recommendations relating to the screening and supervision processes for the purpose of preventing and detecting corruption in the department. Included are recommendations such as those made in New York City in 1994 as follows: (1) Improvement of screening and recruitment;(2) Improvement of r3ecruit education and in service integrity training;(3) strengthening first-line supervision;(4) reinvention of the enforcement of command accountability;(4) attacking corruption and brutality tolerance;(6) challenge other aspects of police culture and conditions that breed corruption and brutality;(7) enhancement of sanctions and disincentives for corruption and brutality;(8) strengthening of intelligence gathering efforts;(9) solicitation of police union support for anti-corruption efforts;(19) minimization of the corruption hazards of community policing; and (11) legislative reforms. (Mollen, et al, 1994, p.7)

In their study, Klockars, Lvkovich, Harver, and Haberfeld (2000) attempt to gauge police officer integrity through a survey. Officers were given 11 hypothetical case scenarios and asked to answer 6 questions related to each. Two questions asked about the seriousness of the case (own view and those of others), two asked about how severely the offender should be disciplined (own view and those of others), and the final two asked about willingness of officers to report the incident (own view and those of others). The authors hoped that these questions would adequately measure police integrity in terms of officer corruption.

Due to the rise of controversial police shootings, the issue of “police fairness” has been brought into focus, stressing the importance of a just relationship between law enforcement and the public. Three indicators of organizational climate were observed: the supervisors, which assessed the officer’s perception of their immediate supervisors, the officers, which recorded inter-personal relationships, and the department polices, which examined whether departmental policies were applied in a fair manner. Three psychological mechanisms were recorded: legitimacy, which measured the degree of which the officers perceived their institutions to be legitimate, cynicism, which assessed the officers’ cynical beliefs and apathy, and distress, which measured

This study investigated the use of four well-known methods of selection and hiring within law enforcement which includes cognitive testing, personality inventories, rater-based and physical tests. The author’s method of research was to take new recruits after being tested and hired then follow the progression of their performance through the academy and up until after the first year anniversary on the job. The purpose was to monitor any level of change whether for better or worse in the areas of retention, health, performance and job satisfaction. The findings were mixed results but didn’t support the rater-based method (i.e. interviews) as the best selection tool. The findings suggested the use of the remaining three selection tools would

Lately, it is not uncommon to hear of some form of police misconduct in the nightly news, whether it be on the national, state, or local levels. Just in the past month alone, there have been allegations of misconduct in Baltimore, Maryland; Goose Creek, South Carolina; Boulder, Colorado and in Janesville, Wisconsin. These cities are not the only cities that have been in the media for misconduct issues, but they are a good representation to the fact that misconduct does not just necessarily happen in one area of the United States.

Character and behavior play a vital role in the criminal justice system. One of the first things the criminal justice systems does before hiring any new employee is a background check this is a part of risk management. A background check is the behavior history that discloses the character of someone. If that person already has bad behavior practice s there is no need to hire them. How a person responds under pressure in crisis situations can be criminal even fatal How someone make judgment calls is important to the criminal justice system these decisions can bring shame and even a law suit. It is important that the criminal justice system and the public can trust the individuals that they hire to have power and authority over others. The Department

Relationships between police officers and police managers have often been one consisting of a lack of trust throughout the years. In reviewing the article, “Police Managers’ Self-Control and Support for Organizational Justice”, I concur that employee job satisfaction and fair treatment by management is important to the success of the organization (Wolfe, Nix, & Campbell, 2018). With leadership starting at the top, command staff and police managers have the responsibility of setting the tone for morale within the agency. Currently, within my organization, the lack of trust, fairness, empathy, and respect from managers leads to disgruntled employees, as well as a high turnover rate. Over time these employees demonstrate that discontent when dealing

While the position of female officers has progressed, there remain barriers that negatively affect the number of women entering or remaining in the police force. As the number of female officers decreases, the need for further research must increase to meet the needs of this population. There is a lack of current research on the poor retention of female officers, as well as studies that look solely at women. This study represents a focused interest in the poor retention of female officers and seeks to predict the extent of the impact of job burnout by isolating specific variables that have been correlated to burnout among male officers. If the factors that are associated with job burnout are researched, then the findings of these constructs

Misconduct committed by a police officer affects not only himself, it affects the entire police agency and the community it serves. Police officer misconduct is also far reaching in that it will affect other police agencies and

Bishopp, S. A., Worall, J. and Piquero, N. L. (2016). General strain and police misconduct: The role of organizational influence. American Journal of Police merged into Policing: An International Journal of Police Strategies and Management, 34 (4), 635-651.

Ask the question, “Where is the agency bleeding?” If an agency has experienced negative media attention or civil litigation as a result of poor officer performance, this model will help leaders discover which incidents create the greatest opportunity for the negative results they are trying to mitigate. Vehicular pursuits, arrests involving the use of force, and confrontations with combative subjects during mental health–related calls are the most prominent areas where law enforcement agencies have experienced loss. The agency’s first step toward employing BWCs for risk management involves identifying the incident types that have been most problematic for the agency. Review the agency’s loss data to determine what types of incidents historically have had the greatest negative affect on officer safety and civil liability. Once this high-risk critical incident list is generated, agency leaders should require selected supervisory personnel to conduct a mandatory review of all incidents that fall under these categories.

The system failed in different areas that resulted in the corrupt activity of the Kansas City Police SWAT officers. First, the SWAT officers had authority and power to exercise search warrants without a supervisor or leader present, which fostered the environment for unethical behavior. The system also failed by teaching police officers that loyalty to fellow officers in a law enforcement career is a virtue for the job (Albanese, 2012). Although loyalty is important, misplaced loyalty can encourage officers to