Change in the organization socialization of a basic law enforcement academy: how supervisors cope

ABSTRACT

This study examines the impact of a changed organizational socialization process on how supervisors cope and adapt in their occupational role. The research study is motivated by the central question: how do supervisors adapt in their occupational role when the initial organizational socialization process has changed. Thirty-two supervisors from the United States Border Patrol served as the research study population. The supervisors were interviewed to understand the organization’s socialization process, how they coped with the change, and the impact to their supervisory role. Study participants described how expectations and experiences developed at the basic training academy were foundational for role adaptation and coping with the organizational change. The findings illustrate the persuasiveness of the profession’s socialization process is on role adjustment. The findings also highlight the need by organizations to develop supervisory leadership programs that include helping supervisors shape their interpretations and coping strategies during organizational change.

KEYWORDS:

• Organizational socialization
• police socialization
• coping
• supervisor role adaptation
• border security
• homeland security enterprise

Disclosure statement

No potential conflict of interest was reported by the author.

Supplemental material

Supplementary data for this article can be accessed here.

Notes

1. The term ‘esprit de corps’ for this paper is defined as a feeling of pride, camaraderie, and a sense of loyalty shared by members of a professionally connected group.

2. The term police, law enforcement, and United States Border Patrol are used interchangeably. The terms for the purpose of this paper reflect the idea of an organization having the responsibility to maintain law and order, preventing and detecting crime, and enforcing local, state, or federal laws.

3. For the purpose of this paper resentment is defined as dissatisfaction or animosity towards individuals of the same organization who went through a different socialization process.

Additional information

Notes on contributors

Victor M. Manjarrez

Chief Victor M. Manjarrez Jr. (retired) is the Associate Director for the Center for Law & Human Behavior at the University of Texas at El Paso. Chief Manjarrez served for more than 20 years in the United States Border Patrol and filled key operational roles both in the field and at headquarters over the course of his extensive homeland security career. Many of his innovative border security methods and ideas are still the basic cornerstones of the United States Border Patrol’s national strategy. Chief Manjarrez was consistently recognized as one of the Department of Homeland Security’s (DHS) most dynamic and innovative operational leaders. Most recently in government, Chief Manjarrez served in the Senior Executive Service as the Chief Patrol Agent of the Tucson Sector and was named the lead federal official in Arizona by DHS Secretary Janet Napolitano. In this capacity, Mr. Manjarrez was responsible for over 4,500 employees and an annual budget of over $500 million dollars. His research focuses on various aspects of the homeland security enterprise to include organizational behavior and law enforcement training. He holds a doctoral degree in Educational Leadership and Administration from the University of Texas at El Paso.