Executive management in Law Enforcement motivation theory

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The concept started when the local law enforcement community remained unable to possess the resources and abilities to develop, test, and integrate the technological tools that its agencies needed. The reason behind the inability to deploy its technological resources was the inability of the enforcement community to retain its employees.


This was the time in 1994 when law enforcement was becoming increasingly complex and dangerous because many criminals had access to greater firepower and were more disposed to use it than the police forces.
Upon identifying the main reasons behind employee turnover rate, when in 1994, the Clinton administration developed a program to help fight crime by putting 100,000 new police officers on the street, the concept of the "thin blue line" enabled communities to commit extra police resources in areas, such as community oriented policing, that previously had been neglected (Schwabe, 1999, p. 1).
There was another challenge waiting for law enforcement agencies to test and implement their enforcement strategies so as to detect the offensive behaviour of crime and criminality. That was only possible in circumstances where criminal motivation was understood by FBI and other law enforcement agencies. (Journal of Power and Ethics, 2001) On the other hand motivation was also required by the agency officers and other managerial staff in order to conduct various operations against crime. (Stuart, 2005)
When it comes to managing law enforcement, the contribution of technology driven human resource cannot be ignored. ...
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