경찰의 하위문화가 조직갈등에 미치는 영향 = (The) effects of police subculture on organization conflict

다국어 초록 (Multilingual Abstract)

This study analyzed the relation among variables such as organizational conflicts resulted from demographic characteristics and control factors, and influencing factors on organizational conflicts of the police. Lastly, it also examined the influence of police subculture on functional, hierarchical and organizational conflicts.
Analysis on the general perception of police officers about the police subculture types are as follows:
Firstly, perceptions on cynicism of the police subculture showed the highest level of distrust of their suspects when they performed criminal investigations. And it also showed that they thought the persons under investigation were disregarding their authority, behaved in a uncooperative manner and distrusted the police. This could be explained that the police who performed criminal investigation had an opinion that it was not desirable to trust them in proving the substantial truth and their suspicion.
Secondly, police perception on machismo within the organization showed the highest level in performing tasks with female officers. Also, they tried to avoid the female supervisor and showed negative evaluation on ability of job performance of their counterparts. In criminal cases, physical actions often got involved to solve them, and this led to the perception that outside job was not appropriate for female officers.
Thirdly, the paradigm shift to the community policing related to police policy was explored. It appeared that police officers perceived the application of principles in community policing, dispatch of officers, the effect of crime reduce and police service, and the necessity of community policing. Furthermore, they perceived its connection to their daily tasks as desirable.
Fourthly, they also perceived that civil service was important considering police policy. If police force was focused on crime control, however, aggressive attitude and exercising force actively were perceived more effective than civil service unrelated to crime. Controlling the serious crime was considered more important and effective one than providing civil service to response the seriousness of crime matters actively.
Fifthly, two kinds of organizational conflicts were explored: functional conflict and hierarchical conflict. The former was considered in the horizontal structure and the latter was vertical structure. Overloads of work, unfair distribution of tasks and trouble due to the duplication of tasks were appeared most serious ones as functional conflicts. Authoritarianism of their supervisors, unilateral command from them, and troubles due to task command mixed with private affairs were the highest as hierarchical conflicts. It could be explained as a representation of the realities in police organization which were consisted of a grade of ranks and hierarchical class structure.
Results from the analysis of conflicts in police organization due to the demographic characteristics are as follows:
First of all, the gender difference in organizational conflicts was not statistically significant. However, it appeared that male officers had experienced more conflicts than female officers. Now that male officers performed outside jobs more than female officers, and their tasks often involved physical force, this could led more conflicts for male officers during job performance.
Next, it was not statistically significant in educational difference, either. But they experienced internal conflicts in order of education level as follows: community college graduate, university graduate, high school diploma and graduate school degree. Considering marital status and organizational conflicts, divorced ones were experiencing functional conflicts and single were experiencing internal organizational conflicts.
Thirdly, difference in size of police agency was statistically significant in functional conflict and the level of conflict was higher in order of the national police agency, organization directly to the police, police station, and police department. To explain this difference, it was needed to consider the fact that the national police agency had planned its nation-wide policy and tasks related to planning and budget often needed to consider other departments, thus, they caused conflict with officers’ tasks. In addition, most of the national police agency’s tasks were oriented in law enforcement rather than civil service, and they might have higher level of conflict in functional aspects related to their tasks.
Fourthly and the last, functional differences were statistically significant in functional conflicts. Officers in departments of police affairs and internal inspection showed the highest level of conflicts, and the rest was in order of department of intelligence and peace preservation, security and traffic, public safety, and investigation including criminal cases. In department of police affairs, police officers should be dealt with tasks at large. And police officers should conduct surveillance on other officers’ misbehavior, thus it would bring the conflicts in regard of function.
The results from the analysis on effects of police subculture on organizational conflict are as follows:
First, the influence of cynicism on functional conflict was explored. The higher level of lies of the persons under investigation, the higher level of functional conflict was appeared. Also, if they showed the low level of credibility of police, it led to the functional conflict. In addition, they showed low levels of cooperation and credibility to the police, it resulted in hierarchical conflict. This could be explained by the fact that police officers who investigate the cases did not trust the persons under investigation who tried to conceal the criminal suspicion and they did now trust the police, either.
Second, the influence of machismo on functional conflicts were also explored. It was found that female officers experienced conflicts because of their poorer jon performance compared to their counterparts. In hierarchical conflict, they experienced conflicts for the reduced scope of their tasks and lower ability of job performance. It could be explained that the level of job performance needed in police organization was favorable to male officers, thus female officers showed lower level of job performance consequently.
Third, the effect of nonacceptance of change on functional conflict was not statistically significant. Aggressive attitude for crime control and rejecting job performance unrelated crime influenced on functional conflict, and aggressive attitude and job performance unrelated crime lead to the functional conflict. This meant that police officers who tried to control the crime matters consequently got involved in aggressive attitude and faced the conflict in crime control for focusing on combating crime and investigation.
Finally, the limitations of this study are as follows:
Firstly, it used the direct and self-reporting survey questions in measuring police subculture and organizational conflicts in police rather than using indirect measuring index. Therefore, it might lead a distortion of the data resulted from the responses due to the respondents’ self-convenience. Of course the measures used in this study were examined its reliability and validity by previous studies, it could not totally exclude the possibility of pollution on connectivity and casualty among the variables even if it had performed the data cleaning on insincere answers. This was because it was based on self-reporting measurement, and it was hard to control the distortions of responses.
Secondly, this study also examined the influence of police subculture on conflicts in its organization. Whether the police subculture existed in its organization was explored in previous findings, and this study supported the existence of police subculture. But it also had limitations: first, survey questions were limited to selective and restricted ones and second, it was difficult to compare them other kinds of organizational subculture due to its limitation.
Concluding the results from above, police subcultures such as cynicism, machismo, nonacceptance of change, and crime-control-oriented policing would go on to a hierarchical and functional conflict. However, conflicts could be managed if the police organization change its organizational structure to make communication among its members actively. Police organization has put in effort to this, it was not enough so far. But it was expected to make reasonable and rational management strategies on conflicts if the police organization managed the police subculture developed peripherally on a organizational approach.
Lastly, it appeared that cynicism and machismo in police subculture which police officers had experienced during the occupational socialization greatly influenced on organizational conflicts. Thus, it was expected that this result would contribute to solve the conflicts in police organization.

목차 (Table of Contents)

• 제1장 서론 = 1
• 제1절 연구의 목적 = 1
• 제2절 연구의 범위 및 방법 = 5
• 1. 연구의 범위 = 5
• 2. 연구의 방법 = 7
• 제2장 연구의 이론적 배경 = 11
• 제1절 경찰하위문화의 의의 및 특성 = 11
• 1. 경찰하위문화의 개념 = 11
• 2. 경찰하위문화의 유형 = 14
• 3. 경찰하위문화의 특성 = 24
• 제2절 경찰조직 갈등의 의의 및 특성 = 28
• 1. 경찰조직 갈등의 개념 = 28
• 2. 경찰조직 갈등의 유형 = 31
• 3. 경찰조직 갈등의 특성 = 38
• 제3절 선행연구의 검토 = 43
• 1. 경찰하위문화 관련 연구 = 43
• 2. 경찰조직 갈등 관련 연구 = 49
• 3. 경찰하위문화와 조직 갈등 관련 연구 = 52
• 제3장 연구설계와 분석방법 = 54
• 제1절 연구의 설계 = 54
• 1. 연구모형 = 54
• 2. 연구가설 = 57
• 제2절 변수의 조작적 정의와 측정 = 58
• 1. 종속변수 = 58
• 2. 독립변수 = 60
• 3. 통제변수 = 62
• 4. 설문지 구성 = 62
• 제3절 자료수집 및 분석방법 = 64
• 1. 표본설계와 자료의 수집 = 64
• 2. 분석방법 = 66
• 3. 측정도구의 타당도 및 신뢰도 = 66
• 제4장 연구결과 분석 및 논의 = 75
• 제1절 연구대상자의 특성 = 75
• 1. 인구사회학적 특성 = 75
• 2. 직무관련 특성 = 77
• 3. 경찰하위문화에 대한 특성 = 79
• 4. 조직 갈등에 대한 특성 = 83
• 제2절 인구사회학적 특성과 통제변수에 따른 조직 갈등의 차이 = 85
• 1. 인구사회학적 특성에 따른 조직 갈등 = 85
• 2. 통제변수에 따른 조직 갈등 = 97
• 3. 상관관계분석 = 102
• 제3절 경찰하위문화가 조직 갈등에 미치는 영향 = 106
• 1. 경찰하위문화가 기능적 갈등에 미치는 영향 = 106
• 2. 경찰하위문화가 계층적 갈등에 미치는 영향 = 112
• 3. 경찰하위문화가 조직 갈등에 미치는 영향 = 118
• 4. 가설검증 결과의 요약 = 125
• 제4절 분석결과의 논의 = 126
• 1. 인구사회학적 특성과 통제변수에 따른 조직 갈등 = 126
• 2. 경찰하위문화가 조직 갈등에 미치는 영향 = 128
• 제5장 결론 및 제언 = 131
• 참고문헌 = 137
• ABSTRACT = 155
• 부록(설문지) = 162