Abstract
Increasingly, managers in community policing organizations are relying on employee attitude surveys to assess the level of officers' acceptance of the role transition inherent in the adoption of the community policing philosophy. This paper draws upon classic theories and the commentaries and findings of police researchers to critically examine the usefulness of employee attitude surveys for predicting the behavioral expression of job satisfaction in field performance. It is concluded that the assumptions upon which employee attitude surveys are constructed are relics of an outdated bureaucratic organizational model. Alternative measurable indicators of police officers' job satisfaction are offered.
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