Louisville Jefferson County Police Consolidation
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| Author | : Joseph Sterling Grant |
| Publisher | : |
| Total Pages | : 476 |
| Release | : 2011 |
| Genre | : Police |
| ISBN | : |
This study focuses on how the 2001 consolidation of the Louisville Division of Police (LPD) and Jefferson County Police Department (JCPD) impacted police officers' perception of fairness of the process. To accomplish this, the study asked four research questions: 1) How do police officers view a just department?, 2) How do police officers' justice judgments affect their reaction to the organization and supervisors?, 3) How do police officers form overall perceptions of fairness?, and 4) How do LPD and JCPD officers differ in their perceptions of fairness of the consolidation? A systematic random sample with replacement was used to invite police officers from the newly established Louisville Metro Police Department (LMPD) to participate in this study. Officers were selected based upon their former agency (i.e., LPD or JCPD) and their rank (i.e., patrol officer or supervisor-including the ranks of sergeants and above). Forty police officers from a population of903 former LPD and JCPD members, still on LMPD at the time of this study, agreed to participate. Police officers hired post-consolidation (295 officers) were not included in the population for this study. The findings in this study indicate that: 1) police view a just or fair department based upon justice rules (i.e., equality, accountability, and flexibility/discretion) and interpersonal (i.e., comparisons made between officers on the same department) and interdepartmental comparisons (i.e., comparisons made between departments); 2) justice judgments can result in negative reactions directed toward the administration, but that an officer's sense of professionalism or lack of control of the situation could influence how he/she reacts; 3) police officers form overall perceptions based upon a value assessment of justice component and justice source; and 4) LPD and JCPD officers differed on their perceptions of fairness, based in part upon the issue of parity (i.e., pay and benefits).
| Author | : Louisville-Jefferson County Crime Commission |
| Publisher | : |
| Total Pages | : |
| Release | : 1998 |
| Genre | : Police |
| ISBN | : |
| Author | : John C. Reed |
| Publisher | : |
| Total Pages | : 570 |
| Release | : 2013 |
| Genre | : Organizational change |
| ISBN | : |
This dissertation is an examination of how police officers' perceptions of the complexity in merging Organizational Change Components (OCCs) related to the consolidation of the Louisville Division of Police (LDP) and Jefferson County Police Department (JCPD) in 2003 impact support for police consolidation. This study focused on five primary OCCs: 1) culture(s), 2) policies and procedures, 3) communications, 4) collective bargaining contracts, and 5) re-defining patrol division boundaries. The population consisted of officers who were currently employed by the Louisville Metro Police Department (LMPD) and were affiliated with either the former LDP or the JCPD in 2003 when these departments were merged to form LMPD. The entire population of 669 police officers was invited to participate in this study and complete a survey. The survey resulted in 390 respondents, a 58.2% response rate. Police officers hired post-consolidation were not included in the population for this study. The dissertation was divided into six chapters comprising monocentrism and polycentrism, history of the LMPD consolidation, diffusion of innovation theory, and complexity theory. Chapter I provides an overview of the study. Chapter II explores monocentric and polycentric forms of government and police departments. It also focuses on diffusion of innovation theory in consolidation efforts and how complexity plays a significant part of innovation. Chapter III gives an overview of the merger of the LDP and JCPD. This chapter further explores the nature of the OCCs used in merging the two police agencies. Chapter IV, V, and VI cover the methods utilized, findings, and discussion of the findings respectively. A stepwise regression analysis was conducted utilizing current support for consolidation as the dependent variable. Six models were tested. The findings indicate that officers' perception of the complexity of merging OCCs was a significant predictor of current support for consolidation. Additionally. officers' prior support for consolidation and officers' satisfaction with the results of the merged OCCs were also significant predictors of current support for merger. In comparison, prior support was the strongest predictor of current support followed by satisfaction.
| Author | : Suzanne M. Leland |
| Publisher | : Georgetown University Press |
| Total Pages | : 335 |
| Release | : 2010-07-15 |
| Genre | : Political Science |
| ISBN | : 158901622X |
Although a frequently discussed reform, campaigns to merge a major municipality and county to form a unified government fail to win voter approval eighty per cent of the time. One cause for the low success rate may be that little systematic analysis of consolidated governments has been done. In City–County Consolidation, Suzanne Leland and Kurt Thurmaier compare nine city–county consolidations—incorporating data from 10 years before and after each consolidation—to similar cities and counties that did not consolidate. Their groundbreaking study offers valuable insight into whether consolidation meets those promises made to voters to increase the efficiency and effectiveness of these governments. The book will appeal to those with an interest in urban affairs, economic development, local government management, general public administration, and scholars of policy, political science, sociology, and geography.
| Author | : Morton O. Childress |
| Publisher | : Turner Publishing Company |
| Total Pages | : 262 |
| Release | : 2005 |
| Genre | : Police |
| ISBN | : 1596520604 |
| Author | : National Criminal Justice Reference Service (U.S.). |
| Publisher | : |
| Total Pages | : 36 |
| Release | : 1976 |
| Genre | : Law enforcement |
| ISBN | : |
| Author | : John E. Kleber |
| Publisher | : University Press of Kentucky |
| Total Pages | : 1024 |
| Release | : 2014-07-11 |
| Genre | : History |
| ISBN | : 0813149746 |
With more than 1,800 entries, The Encyclopedia of Louisville is the ultimate reference for Kentucky's largest city. For more than 125 years, the world's attention has turned to Louisville for the annual running of the Kentucky Derby on the first Saturday in May. Louisville Slugger bats still reign supreme in major league baseball. The city was also the birthplace of the famed Hot Brown and Benedictine spread, and the cheeseburger made its debut at Kaelin's Restaurant on Newburg Road in 1934. The "Happy Birthday" had its origins in the Louisville kindergarten class of sisters Mildred Jane Hill and Patty Smith Hill. Named for King Louis XVI of France in appreciation for his assistance during the Revolutionary War, Louisville was founded by George Rogers Clark in 1778. The city has been home to a number of men and women who changed the face of American history. President Zachary Taylor was reared in surrounding Jefferson County, and two U.S. Supreme Court Justices were from the city proper. Second Lt. F. Scott Fitzgerald, stationed at Camp Zachary Taylor during World War I, frequented the bar in the famous Seelbach Hotel, immortalized in The Great Gatsby. Muhammad Ali was born in Louisville and won six Golden Gloves tournaments in Kentucky.
| Author | : United States. Law Enforcement Assistance Administration |
| Publisher | : |
| Total Pages | : 148 |
| Release | : 1973 |
| Genre | : Federal aid to law enforcement agencies |
| ISBN | : |
| Author | : United States. Law Enforcement Assistance Administration |
| Publisher | : |
| Total Pages | : 478 |
| Release | : 1970 |
| Genre | : Federal aid to law enforcement agencies |
| ISBN | : |
| Author | : Suzanne M. Leland |
| Publisher | : M.E. Sharpe |
| Total Pages | : 356 |
| Release | : 2004-07-19 |
| Genre | : Political Science |
| ISBN | : 9780765632883 |
Facing cutbacks in federal and state assistance and a new wave of taxpayer revolts, local governments have renewed interest in local government consolidation as a way of achieving efficiencies of scale in response to citizen demands for services. Yet the vast majority of consolidation efforts fail, either during the process of drafting a charter or once they reach the ballot - only five have passed since 1990; only thirty-two have been successfully implemented since the first, when the city of New Orleans merged with Orleans Parish in 1805. What accounts for the high failure rate and what factors led to successful consolidations? This volume presents thirteen comparable case studies of consolidation campaigns and distills the findings.
