Justin Nix

A Bird's Eye View of Civilians Killed by Police in 2015: Further Evidence of Implicit Bias

Research Summary We analyzed 990 police fatal shootings using data compiled by The Washington Post in 2015. After first providing a basic descriptive analysis of these shootings, we then examined the data for evidence of implicit bias by using multivariate regression models that predict two indicators of threat perception failure: (1) whether the civilian was not attacking the officer(s) or other civilians just before being fatally shot and (2) whether the civilian was unarmed when fatally shot. The results indicated civilians from “other” minority groups were significantly more likely than Whites to have not been attacking the officer(s) or other civilians and that Black civilians were more than twice as likely as White civilians to have been unarmed. Policy Implications We implore the U.S. government to move forward with its publication of a national police use-of-force database, including as much information about the officers involved as possible. We further suggest police departments use training programs and community activities to minimize implicit bias among their officers.

The Impact of Negative Publicity on Police Self-legitimacy

High-profile events involving police use of force in various cities throughout the US and internationally have garnered enormous media coverage and demonstrated the importance of police-community relations. To date little empirical attention has focused on how such events may negatively impact police officers. Using survey data from 567 officers, this study considers whether perceptions of negative publicity are adversely related to officers’ sense of self-legitimacy (i.e. the confidence they have in their authority). Findings revealed officers who felt less motivated as a result of negative publicity expressed less self-legitimacy. However, the degree to which officers felt their job had become more dangerous as a result of negative publicity was not significantly related to self-legitimacy. These findings increase our understanding of the sources of self-legitimacy and reveal that negative publicity surrounding law enforcement presents a unique challenge to officers’ confidence in their authority, which can have important implications for the community.

A War on Cops? The Effects of Ferguson on the Number of U.S. Police Officers Murdered in the Line of Duty

Police agencies in the U.S. are currently facing a major legitimacy crisis resulting from a spate of high-profile use of force incidents, many involving minority citizens. Recent headlines emphasize that there is now a “war on cops” and that police officers are facing increasing levels of hostility and violence fueled by a growing anti-police sentiment. In the aftermath of events in Ferguson, Missouri in August 2014, some commentators claim that the number of police officers feloniously assaulted and killed in the line of duty has increased sharply. Using time series analysis of data from the Officer Down Memorial Page, we test whether events in Ferguson were associated with an increase in the number of police officers murdered in the line of duty. Our results provide no evidence for a “Ferguson Effect” on the number of U.S. police officers murdered in the line of duty as of March 2016.

Is the Number of Citizens Fatally Shot by Police Increasing in the Post-Ferguson Era?:

This study examines whether the number of citizens fatally shot by police in the United States has changed significantly since the shooting of Michael Brown in Ferguson, Missouri. Using longitudinal data compiled by killedbypolice.net, we use an interrupted time-series design to test the effect of events in Ferguson on fatal shootings by police. Our analyses reveal that the number of citizens killed by police is temporally unstable, exhibiting random short-term fluctuations that are often misinterpreted as evidence of substantively meaningful trends. However, after testing a variety of model specifications, we find no evidence that the number of fatal police shootings either increased or decreased post-Ferguson. Claims to the contrary are based on weak analyses of short-term trends.

Police Officers’ Trust in Their Agency: Does Self-Legitimacy Protect Against Supervisor Procedural Injustice?:

We examined whether police officer self-legitimacy moderates the effect of supervisor procedural injustice on organizational trust. Data from a sample of sheriff’s deputies (N = 510) were used to test this question. Results from multivariate models showed that (a) supervisor procedural injustice was associated with less organizational trust among deputies, (b) self-legitimacy was positively associated with trust in the agency, and (c) self-legitimacy conditioned the effect of procedural injustice on organizational trust. These findings advance the literature in several ways. First, this study provides one of the first empirical examinations of organizational trust—a concept widely studied in the business-related literature—in a police agency context. The findings suggested that supervisor procedural injustice and officer self-legitimacy are key correlates of trust in a police agency. Second, the results further underscore the importance of self-legitimacy by revealing that it can serve as a protective factor against negative experiences within the organization.

Do the Police Believe That Legitimacy Promotes Cooperation From the Public

Tyler’s process-based model of regulation suggests that when citizens perceive the police as a legitimate authority, they are more likely to cooperate in the form of reporting crimes and providing information to the police. Yet most studies have considered citizens’ perceptions of police legitimacy—few studies have asked the police what they feel makes them legitimate in the eyes of the public. Likewise, no studies have considered whether the police believe legitimacy is associated with cooperation from the public. The present study addresses this gap using data from a stratified sample of U.S. police executives. Findings suggest police believe performance, rather than procedural justice, is the key to generating cooperation from the public.

Police Perceptions of Their External Legitimacy in High and Low Crime Areas of the Community

Until recently, police legitimacy research has primarily focused on citizen perceptions of the police. However, it may be that the police believe citizens associate other factors, such as distributive justice or performance, with legitimacy. The present study adds to the literature by surveying a nationally representative sample of U.S. police officers about how they believe citizens residing in high and low crime areas of the community evaluate police in terms of legitimacy. Findings suggest that respondents believe procedural justice and distributive justice are important to citizens of both areas in terms of generating trust. At the same time, respondents believe that citizens of high and low crime areas feel obligated to obey the police for different reasons.

Management-level officers’ experiences with the Ferguson effect

Purpose The purpose of this paper is to examine the factors associated with management-level officers’ sensitivity to various manifestations of the “Ferguson effect.” Design/methodology/approach A survey was administered to police officers attending an advanced training institute in the Southeastern USA in the fall of 2015. Specifically, a series of items first inquired about negative attitudes attributable to deadly force incidents throughout the country, followed by items tapping into theoretically relevant concepts including self-legitimacy, audience legitimacy, and peer attachment. Findings Findings suggest that like line-level officers, police managers may also harbor various attitudes attributable to a Ferguson effect – including less willingness to be proactive, reduced motivation, less job enjoyment, and a belief that crime will ultimately rise as officers “de-police.” However, officers who believe their communities afford legitimacy to the police were less likely to report these sentiments. Study limitations and avenues for future research are also discussed. Originality/value This is the first study to consider how police managers have been impacted by highly publicized deadly force incidents in recent years. It underscores the importance of maintaining legitimacy in the public eye, particularly in the post-Ferguson era of American policing.

Police research, officer surveys, and response rates

ABSTRACT In recent years, policing scholars have increasingly used survey methods to gain insight into officers’ attitudes and behaviours. Yet, surprisingly, methodological research analysing surveys of police officers is rare. We analysed the extent and correlates of response rates in police surveys, providing insights about the survey design features and study characteristics associated with higher rates of officer participation. We examined the response rates to 497 police surveys reported in 390 articles published in 15 journals from 2008 to 2017. Findings included the following: (1) the average response rate was 64%, but there was a great deal of variation, (2) in-person surveys achieved substantially higher response rates, (3) inviting a greater number of officers to participate in surveys was associated with lower response rates, and (4) response rates have declined over time (though primarily among surveys not administered in-person). Given the weight of the evidence suggesting response rates are typically a poor predictor of nonresponse bias, we argue that a low response rate on its own is an insufficient reason to dismiss a study’s merit. Furthermore, we recommend minimally acceptable reporting standards and discuss avenues for future research.

Police managers' self-control and support for organizational justice

Recent policing research has identified a positive relationship between line-level officers’ perceptions of organizational justice and their adherence to agency goals and job satisfaction. However, we have little understanding of the factors that are related to police managers’ support for organizational justice when interacting with employees. We collected survey data from a sample of U.S. command-level officers (N = 211) who attended a training program in a southern state to address this gap in the literature. The anonymous survey was administered in-person to participating command-level police officers prior to their training program. Our multivariate regression analysis revealed that police managers who reported higher levels of self-control were more supportive of organizational justice (b = .26, p < .01). Additionally, police managers who reported higher quality relationships with their colleagues expressed greater support for organizational justice (b = .02, p = .02). Respondents’ self-legitimacy was not significantly associated with their support for organizational justice. This study contributes to the organizational justice literature by presenting the first analysis that links police commanders’ self-control to support for organizational justice within their management practices. The findings help pinpoint the types of individuals who may be best equipped to be fair police managers.