"The Impact of Community Policing on Neighborhood Residents: A Cross-Site
Analysis," In Dennis P. Rosenbaum (ed.), The Challenge of Community Policing:
Testing the Hypotheses. Newbury Park, CA: Sage Publications, 1994, 167-181.
This chapter describes several evaluations of community policing and summarizes some of their results. Most
of the evaluations contrasted the impact of community policing programs with the effects of intensive
enforcement programs, as well as against what happened in control areas representing "normal" styles of
policing. Since the mid-1980s, these enforcement programs have had a special focus on drugs. The
community policing evaluations examined here point to some significant successes, but illustrate that
evidence that community policing can significantly reduce the crime rate remains elusive. They also point out
many difficulties in actually implementing community policing.
"The Effect of Community Policing Management Style on Officers' Attitudes," Crime
and Delinquency, 40 (July, 1994), 371-383.
Quality management, a form of participatory management modeled on the theories of Edwards Deming, was
implemented in the Madison, Wisconsin Police Department as a basis for the implementation of community
policing. Personnel surveys conducted in 1987 and 1989 found a significant increase over time in the belief
that the organization practiced participatory management. The increase in this belief was positively and
significantly related to a) satisfaction with work, the organization, supervision, and job growth potential; b)
perceived significance off work; c) task identity; and d) work autonomy. A composite measure of satisfaction
was, in turn, significantly related to officers’ receptivity to change.