The Ethics Of Organizational Justice And Police Corruption

In this paper, the ethics of police management is examined in the framework of organizational justice and how management strategy effects police corruption through employee perception and proper employment strategy. Organizational Justice as studied by Muchinksy (2008) and cited by Crow, Lee and Joo (2012) is the concept of how employees perceive their treatment by management. (Crow, Lee, & Joo, 2012) In an article by Wolfe & Piquero (2011), research was focused on the relationship between organizational justice and police corruption. Previous research suggested that organizations perceived by employees as unjust or unfair would have higher instances of employee deviance. Police officers were thought to be more inclined to violate policy when management

For instance, Donner & Jennings (2014) contributes to literature built on previous research in low self-control theory. Low self-control theory (as cited by Donner & Jennings, 2014) contends that individuals who lack self control are generally impulsive risk takers with non-verbal skills who have short sighted goals. (Gottfredson & Hirschi, 1990) Therefore, many studies in self-control design their measures around impulsive behaviors which are generally manifested in low level crime. (Gottfredson & Hirschi, 1990)

Gottfredson & Hirschi (1990) suggest that low self-control theory is a better predictor of individual-level crime by a police officer rather than by an employee who carries out a complex crime. Impulsive, low self-control offers “immediate gratification, requires little training or skill, is spontaneous and exciting, and it often provides an outlet for frustration.” (Gottfredson & Hirschi, 1990, p. 208) On the other hand, low self-control is a harder predicator for employees who are engaged in white collar crimes because of the assumed complexity and planning needed to perpetrate the