Examining job satisfaction among analysts: the impact of departmental integration, role clarity, and it responsibilities
| Published date | 01 June 2019 |
| Author | Emilee Green,Michael T. Rossler |
| Date | 01 June 2019 |
| DOI | 10.1177/1461355719844278 |
| Subject Matter | Articles |
Article
International Journal of
Police Science & Management
Examining job satisfaction among analysts:
2019, Vol. 21(2) 108–115
ª The Author(s) 2019
the impact of departmental integration,
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role clarity, and it responsibilities
DOI: 10.1177/1461355719844278
journals.sagepub.com/home/psm
Emilee Green
(Department of Criminal Justice Sciences,) Illinois State University, USA
Michael T. Rossler
(Department of Criminal Justice Sciences,) Illinois State University, USA
Abstract
Previous research has indicated that a lack of departmental integration and role clarity, as well as departmental
expectations to provide information technology support beyond a crime-mapping capacity, are some of the most
common occupational issues for crime and intelligence analysts. Although these challenges are noted, little research
has attempted to test the hypotheses that these occupational issues are empirically related to analysts’ satisfaction with
their jobs. Drawing upon a survey of 113 members of the International Association of Crime Analysts, the current inquiry
tests whether departmental integration, role clarity, and information technology responsibilities impact analysts’ job
satisfaction. Findings indicate that when analysts have a greater perception that their work is fully integrated into the
mission of the department, and their role is clear, that job satisfaction is higher. Implications for future research and policy
are also discussed.
Keywords
Crime analysts, job satisfaction, role clarity, departmental integration, occupational attitudes
Submitted 30 Oct 2018, Revise received 24 Jan 2019, accepted 26 Mar 2019
Introduction
Although interest in community policing has fluctuated,
the POP model has experienced a resurgence as depart-
Crime control and prevention is a task that has long been
ments have begun to refocus on crime control and
linked to the police function (Monkkonen, 1981). In colo-
problem-solving efforts in their communities. One fixture
nial times and under the political model, police depart-
that has expanded due to this increased focus has been the
ments and akin structures were highly inefficient and
employment of professional crime and intelligence analysts
ineffective at preventing crime. The professional model
within police agencies. Recently, literature has started to
of policing began a process in which crime suppression
explore the occupational challenges experienced by these
became an even more prominent goal, and the use of tech-
professional crime analysts (e.g., integration into their
nology was widely adopted in an attempt to control crime
department, role clarity) in an effort to improve their effec-
(Walker, 1984). Numerous research studies called into
tiveness and enjoyment at work. Although some research
question the effectiveness of police strategies under the
professional model (Walker, 1984), and ultimately efforts
to increase the involvement of citizens resulted in a push
Corresponding author:
for community policing, including models such as commu-
Michael T. Rossler, Department of Criminal Justice Sciences, Illinois State
nity organizing, aggressive order maintenance, and
University, Campus Box 5250, Normal, IL 61790, USA.
problem-oriented policing (POP).
Email: mtrossl@ilstu.edu
Green and Rossler
109
has examined the occupational challenges of analysts, little
Additionally, the relationship between those who create
has directly tested the hypotheses that these challenges
intelligence products (i.e., crime analysts) and patrol offi-
actually predict job satisfaction.
cers may be strained. Certain analysts may be civilians with
Drawing on a survey of over 100 analysts who are
advanced degrees who are unclear as to what patrol officers
members of the International Association of Crime Ana-
can actually do. They may suggest unrealistic strategies
lysts (IACA), the current inquiry examines whether the
that do not consider the context of crime in specific beats,
challenges commonly identified by analysts (e.g., low
fail to educate line officers on how to utilize their products,
departmental integration, lack of role clarity, and respon-
and as such, officers may feel like their discretion is being
sibilities for nuisance departmental information technol-
violated. White and Robinson (2014) felt that police culture
ogy [IT] assistance) diminish their job satisfaction. This
was directly related to the success of intelligence-led poli-
article begins with a review of the literature, followed by
cing in a department. Because officers are constantly facing
a description of the methods used. Next, multivariate
the threat of injury or death, they create a serious bond that
analyses are presented. Finally, a discussion of the find-
is mistrusting of outsiders. Owing to this, introducing new
ings is presented, as well as implications for future
strategies (such as utilizing an intelligence-driven model)
research and policy.
becomes difficult if the group does not agree on their value.
Additionally, JG Carter and Phillips (2015) ultimately indi-
cated that a lack of intelligence training in departments
makes it even more difficult for patrol officers to recognize
Literature review
the value of information that does not directly lead to arrest.
The role of analysts in policing
On the other hand, analysts may be frustrated by non-
existent support from officers and administration who fail
Using an intelligence-driven model as a core component of
to see the value in their work. Sanders et al. (2015) indi-
policing strategy is a somewhat recent development. The
cated that both analysts and officers were guilty of protect-
idea of focusing police effort on crime prevention (beyond
ing “secret squirrels,” or information that they felt they
preventive patrol), as opposed to reaction after crime
would be rewarded for later on. Many of the analysts inter-
occurred, developed from Wilson and Kelling’s (1982) bro-
viewed in Sanders et al. (2015: 718) felt that retrieving
ken windows theory, which suggested that strict order-
intelligence was primarily about “meandering through
maintenance policing would eventually lead to decreased
these obstacles, and some of those obstacles are people,”
crime and disorder overall. While the effectiveness of this
meaning that it was frequently difficult to obtain the infor-
theory is still debated, the concept of utilizing resources to
mation they needed to create an accurate product. Darroch
prevent crime is now an integral part of policing strategy.
and Mazerolle (2013) found that the most important factor
Additionally, amidst growing fears of terrorism and tech-
as to whether intelligence-led policing was accepted into a
nological warfare, the police are now expected to not only
department was enthusiasm from its leaders. Having super-
predict and prevent cases of terrorism and mass shootings,
visors thoroughly explain how crime analysis and intelli-
but also actively engage with citizens in response to calls
gence could be used in their agencies, along with how
for more community-oriented initiatives (Alach, 2011).
individual patrol officers fit in, seemed to have the stron-
To manage these increased demands, police depart-
gest effect on innovation uptake and job satisfaction
ments turned to intelligence-led policing and crime analy-
amongst analysts.
sis as a way to manage their resources most effectively.
Innes et al. (2005) asserted that the potential for informa-
tion overload requires a specific role that can analyze the
Departmental integration
material that officers provide. However, Innes et al. (2005)
One area that may have the most significant influence over
also noted that many departments seem to use intelligence
job satisfaction for crime analysts is the degree to which
products to inform traditional policing strategies, as
analysts and their work are integrated into the mission of
opposed to using intelligence to innovate. Intelligence
the department. Current research has indicated that the
products were viewed as a way to measure police account-
work of analysts is not particularly well-integrated into the
ability, instead of being used to predict and prevent crime.
activities of police departments (Boba-Santos and Taylor,
These products were also easily misinterpreted, due to both
2014; Cope, 2004). Similarly, Tillyer and colleagues
a lack of training on how to understand them, but also by
(2014) also reported that crime analysts may experience
those who used the data to support a more personal agenda.
strained relationships with patrol officers, and that the
Crime maps could be used to identify certain areas as more
products produced by analysts may not be fully...
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