“A Change Would Do You Good”: How HR practices can promote change‐championing behaviour in police organizations

Abstract

AbstractThe current study attempts to determine whether HR practices such as job autonomy, training, and organizational support in terms of rewards are related to positive change behaviours toward the community policing program among first‐line police officers. We also test the role of affective commitment and change‐related self‐efficacy as mediators of these relationships. Based on a survey of 476 officers in a large police department in the United States, our results show that affective commitment to change emerged as a mediator while the mediating effect of change‐related self‐efficacy was not significant. The study has important implications for HR and for implementing change programs in police organizations globally and in Canada.