Acción 1.2. Percepción y sensibilidad artística

There is no doubt that any organization whether it is public or commercial would question its performance. These organizations, especially commercial, invest enormous sources to find out the best way to reach effectiveness and efficiency. This study is one of this types of studies focused on KNP performance which highlights several policy and managerial

implications. The results indicate that theoretical perspectives of this study significantly contribute to organizational performance. This study demonstrates that KNP needs efficient management approaches which could be governance or collaborative management. Moreover, results indicate that participative management, collaborative decision-making and trusted environment doesn‘t increase the number of committable officers. Commitment separately contributes to organizational performance which is related with affective commitment (emotional tie) where officers enjoy being a part of KNP without any appreciation and award (Allen and Rush, 1998). What could be better than trustworthy environment in a demoralized organization with strict rules and public distrust? Trusted environment is reached by communication, contact, participation in decision-making process, positive feedback on performance, and by empowering officers. Consequently, based on results of this study, it is safe to argue that organizational social

capital and organizational citizenship behavior substantially improve organizational performance at KNP.

This study indicates that trustworthy environment leads to better organizational performance. The role of leadership is enormous in developing trusted environment and

implementing any type of policy recommendations (Whisenand, 2011). Consequently, it is very important to recruit KNP leaders who value and understand the importance of organizational social capital and organizational citizenship with its dimensions. Moreover, policy maker should try to create trustworthy work conditions with elements of participative decision-making. On the other, results indicate that giving more latitude in actions and empowering leads to increase in number committed officers. Commitment is also one of the important antecedents of

organizational performance. Therefore, policy maker should develop the ground for organizational commitment increase.

As it was mentioned in the literature, one of the important elements in increasing

performance and productivity in organizations is building trusted environment. This study results show that trust among employees can be built through three dimensions of organizational social capital (participation, feedback and empowerment) (Wilkinson, 1998; Geller, 1999; Whisenand, 2011). Policing at KNP is a big challenge because of its structure, current political and economic situation and management failures. Despite of the issues listed above KNP officers report that they trust their supervisors and participate in decision-making process. Moreover, results of this study statistically confirm importance of participation is vital in trust building process with regression coefficient score of .32. Consequently, participation and participative decision-making

process should be included in further policy developments and police reforms in Kyrgyzstan. Participative management should be not just a supervisors‘ initiation but a strategy for KNP.

Correlation matrix table (Table 23) shows that participation has positive significant correlation with education level and rank of officers. This result confirms that educational level plays vital role in developing participative management policies at KNP. The rank is also positively correlated with education level. Therefore, in building participative management strategies policy maker should take into consideration the education perspective of this issue and develop solid ground for educational process of officers, especially ranked. Whisenand (2011) states that implementing participative management doesn‘t mean taking out police supervisor‘s authority. Consequently, through education it can be explained and prepare motivated police supervisors and leaders.

The results for feedback and empowerment illustrate the managerial implications for this study. For instance, despite insignificance of relationship of feedback with organizational

commitment it has, comparing to other variables, strong positive correlation with interpersonal trust. Based on these results, feedback is also one of the important elements of trust building process at KNP. Feedback, unlike participation, depends on supervisor‘s initiation (Geller, 1999). The correlation matrix table (Table 24) indicates a strong positive correlation of rank of officers and feedback on performance. Consequently, police leaders and supervisors at KNP should understand the importance of feedback on performance. Moreover, they have to feel that feedback is an important tool for improving performance in their departments.

The other managerial implication is for empowerment. Cunningham and Hyman (1999) state that empowerment is mostly focused on the role of managers in organizations.

Empowerment has positive significant correlation with both mediating latent variables of interpersonal trust and organizational commitment. CFA analyses indicate that both mediating latent variables have positive significant relationship with organizational performance.

Consequently, empowerment is an important element for developing trusted work environment and organizational commitment. The results of this study indicate that managers at KNP should take into consideration the advantages of empowerment and understand them. It is an important tool which doesn‘t require a delegation of authority or power to subordinates but initiations to encourage and support.

To sum up, the results of this study illustrate that organizational performance really depend on trustworthy work environment and committed employees. Participation, feedback and empowerment are important elements of trust building process and organizational commitment. Considering both policy and managerial implication aspects, both policy makers and managers should take into consideration these important elements to improve organizational performance. This study benefits police administrators and policy providers. The results of this study help to better understand the role of police leadership and to provide more trusted atmosphere within the organization. Based on these results, also it suggests that police leadership and managers should involve subordinates to decision making processes, often empower and give feedbacks on their performance. In order to increase performance in police organizations police managers should create more trusted relationships with their subordinates.