Thesis (M. Soc. Sc.)--University of Hong Kong, 1998. / Includes bibliographical references (leaf 114).

Thesis (D.Phil.)--University of Oxford, 2009. / Supervisor: Malcolm Deas. Bibliography: leaves 349-376.

Thesis (M.Soc.Sc.)--University of Hong Kong, 1998. / Includes bibliographical references (leaves 114) Also available in print.

My goal in this research was to identify the reasons for the turnover of police officials in the Amhara National Regional State of Ethiopia in order for the Amhara National Regional State Police Commission to retain a greater number of police personnel in future. A further purpose was to share and introduce a number of important reasons for turnover, namely poor salary, low emphasis by government, risk of work in policing, hardship of policing, lack of extra pay for extra work, unfair decisions and unequal treatment, tentativeness of the rules and regulations, lack of an incentive/reward system, unfair transfer and lack of transfer, lack of promotion, lack of respect for policing on the part of the community, lack of participation in decisions, inadequate equipment, and lack of and unfair educational opportunities. The research describes to what extent the poor salary and low emphasis on policing by the government influence turnover. It clearly portrays the emphasis placed by all respondents on these two factors in particular. Finally, this research explains the responsibility of police management structures to establish and maintain diversified management situations so that relatively safe and agreeable conditions pertain at all levels of the police service and in all areas of the work of an official. Therefore, the researcher hopes that the senior management of the Amhara Police Commission will recognise the seriousness of the problem of turnover and will improve the internal management of the organisation in the interests of all inhabitants of the region. / Police Practice / M. Tech. (Policing)

M.A.

This study focussed on drafting a framework for Total Quality Management (TQM) for the South African Police Service (SAPS) in the Eastern Cape as a public non-profit organisation where quality of services is fast becoming a key organisational imperative. The early pioneers of Quality laid the foundation for Total Quality Management (TQM). The literature review highlighted that TQM has its origins in the manufacturing industry where it has a proven track record, and that the theory could be purposely adapted use by a specific industry, i.e. SAPS. This study extends the applicability of the TQM theory to the SAPS by using a mixed method approach to gather information by means of interviews and questionnaires. A combination of primary and secondary data was used in determining the Critical Success Factors (CSF). The Primary CSF’s were originally identified as Leadership, Strategic Management, Empowerment of employees, Teamwork, Continuous improvement, Customer satisfaction and Culture. The Secondary factors were identified as Communication, Training, Partnership development, Support structures, Systems and Resources, Systems thinking, Selfassessment, Processes; Elimination of barriers, Adoption of a Prevention approach and Change management. Data was analysed using frequency and other means, as well as correlation analysis. After the data was analysed two CSF’s were discarded, i.e. Training and Elimination of Barriers. The results show support for the applicability of the theory to the SAPS. Critical Success Factors were determined and a framework for implementation specifically for this industry, was presented. The study identified Leadership as the most important primary factor with the ultimate goal of meeting the quality expectations as defined by the customer.

Evaluation of an Early Intervention System at a Law Enforcement Agency. Robert Scott Russell, 2014: Applied Dissertation, Nova Southeastern University, Abraham S. Fischler School of Education. ERIC Descriptors: Computer Software Evaluation, Crime Prevention, Law Enforcement, Police Community Relationship, Program Evaluation. The problem addressed through this program evaluation was that no formal study had been conducted regarding the implementation and effectiveness of the BlueTeam Program (BTP) within the law enforcement agency (LEA) serving as the study site. The BTP is a program that utilizes a computer application to track officer behaviors and alert administrators to potential trends in officer misconduct and complaints against officers. The program evaluation was guided by the process and product segments of Stufflebeam's (2003) content, input, process, and product model. To conduct the evaluation, the researcher used a mixed methods approach for analyzing both qualitative and quantitative data. The perceptions of LEA stakeholders regarding the BTP, such as the sufficiency of staffing, budget, training, and ongoing support for effective implementation, were first collected. Quantitative data, consisting of archived, deidentified indicators of officer misconduct and complaints against officers acquired through the BTP, were then analyzed. Findings of the study were that the BTP was effective in reducing incidents of officer misconduct and complaints against officers and for use in identifying which alerts were valid indicators of misconduct and complaints against officers. The one concern of stakeholders involving the BTP was limited nighttime vision; the recommendation for program improvement is that this shortcoming be addressed to determine possible solutions. Recommendations for future research involve the need for initial determinations, as well as formative evaluations, pertaining to the following three areas: (a) ascertaining the way in which the early intervention system will be used, (b) identifying the indicators of misconduct that will be tracked, and (c) determining the threshold at which the system will issue an alert.

Four research questions guided this documentation and assessment of the Portland Police Bureau's conversion to community policing. These questions generated a description of the events and circumstances that created the perceived need for change in the Bureau's role and function; a search for justification for selecting community policing as an alternative policing approach; a comparative analysis of past attempts to implement innovative change of a similar dimension in police organizations; and an assessment of the process by which the Bureau implemented this new policing strategy. The findings indicate that the prominent factors driving this change are first, the limitations of conventional policing tactics against emerging new patterns of crime and disorder; second, an intensification of public interest in quality-of-life issues; and third, an increase in the numbers of progressive police officers that are influencing change in the traditional police culture. The process by which the Bureau effected changes in its organizational structure and design to accommodate community policing strategies was assessed using theoretical guidelines abstracted from the organizational change literature. This assessment led to a hypothesis that innovative change which is incongruent with organizational traditions and culture must be implemented organization-wide, in an "all-or-none" fashion, to maximize the probability that the change will become institutionalized. The Bureau's inadvertent adherence to most of the guidelines suggests that a pattern may exist to guide the implementation of innovative organizational change. It was also found that the traditional bureaucratic policing structure has been relaxed, but remains quasi-bureaucratic in character, as a function of retaining the traditional military rank structure.

The research problem that was investigated in this study was to identify, explore and confirm the problems and management obstacles encountered with the change process in the South African Police Service (SAPS) from the time when South Africa became a democracy in 1994. Although national legislation and SAPS policies and directives that encourage change in the SAPS indicated the movement towards change to implement transformation, it is questionable in what way these principles of transformation are successfully implemented, what the significance and implications of these legislation and directives are, and also the effect they have on transformation in the SAPS. Data was collected from questionnaires, a literature study, focus group interviews and interviews. Structured questionnaires concerning transformation in the SAPS were designed and distributed to 39 station commissioners in the Pretoria and Soweto policing areas. Furthermore, a literature study including material such as official SAPS documents, media and newspaper reports, library sources and national legislation regarding change has been presented. Data was also collected from non-commissioned officials who participated in four focus groups interviews, and four semi-structured interviews were conducted individually with four station commissioners in the Pretoria and Soweto policing areas. International best practices have also been consulted. The research conducted indicated that although progress has been made with transformation in the SAPS a breach exists between national legislation, SAPS policies and directives and the implementation thereof, which have an impeding influence on the transformation process in the SAPS. It is clear that internal communication is an essential and dynamic instrument in the SAPS, however, communication of the transformation process does not have the impact at ground level that it is supposed to have. It is also clear that members at ground level lack knowledge of the transformation process in the SAPS and the implementation thereof. In addition, conveying the sense of urgency to members at ground level need attention and must be communicated clearly and timeously. Training and development at the lower hierarchical levels of the SAPS also need priority to enhance service delivery, public relations, the morale and conduct of members. A high number of members also need to be motivated during transformation and their readiness towards the process has to be addressed to adapt to the changes. Reasons for resisting transformation in the SAPS need urgent attention as well because this has a negative effect on the daily functioning of members. The recommendations drawn from the conclusions made in this study may provide a number of solutions that can be implemented in the SAPS to reduce the obstacles impeding the transformation process in the SAPS to enhance and improve transformation in this organisation. / Criminal Justice / M. Tech. (Criminal Justice)

The study on "Evaluation of personnel management capabilities of the Federal Police of Ethiopia in Addis Ababa” had the following research questions: How is the Federal Police in Ethiopia Structured? What are the international standards for personnel management capabilities? What is the current personnel management capability in the Federal Police? How should shortcomings in personnel management capabilities of the Federal Police be addressed? In the study, an empirical research design and qualitative research approach were adopted. The data collection methods were: literature, documents and interviews. The data was analyzed by four-step Data Analysis Spiral TechniquesThe primary Findings are: International standards for personnel management capabilities should be set and certified by authorized bodies. The personnel management capability of the Federal Police of Ethiopia was characterized by incompetence. The Main Recommendations are: Further research should be conducted on the personnel management capability of the Federal police of Ethiopia. An authorized body should set standards and certify personnel managers' capabilities of the Federal Police of Ethiopia. / Police Practice / M. Tech. (Human Resource Management of Policing)