"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.