South Africa is known for being a country with high crime rates. Many factors contribute to this notion. Cape Town is ranked 14th on the list of the most violent cities in the world. Furthermore, gang violence in the Western Cape is believed to be the highest in South Africa, with the South African Police Service (SAPS) considering 25 of the Western Cape's 151 police stations as gang related police stations. It is apparent that South Africa as a developing country falls short in addressing the social ills in our communities, such as continued high unemployment rates, gangsterism, and the formation of illegal partnerships due to money greed and boredom (lack of motivational support in the form of activities provided, especially among the youth). The objective of the study was to describe and analyse the police service delivery challenges experienced by Western Cape Station Commanders in the context of the crime statistics retrieved from published SAPS data. This research explored police service delivery challenges through the lens of Station Commanders from the 151 police stations in the Western Cape. Thus, the research question was formulated as follows: "What are the service delivery challenges experienced by Station Commanders at police stations in the Western Cape?" The target population comprised all Station Commanders in the Western Cape. For the data collection, a survey strategy was adopted. The data collection tool was a telephonic interview conducted in a systematic manner. The data of the profiling survey of all Station Commanders in the Western Cape Province conducted by the Department of Community Safety, were utilised to analyse the police service delivery challenges they face. The Know Your Station Commander Tool (KYSCT) is a survey tool developed with 'profiling questions' of the Station Commanders at every police station in the Western Cape. In general, limitations prohibiting police service delivery do exist from time to time, but when the lack of service delivery is experienced over long periods, it points to deep-rooted issues that need intervention, not merely observation. This study revealed that the top ten (10) service delivery challenges experienced by the Station Commanders in the Western Cape are: 1) Shortage of human resources; 2) Insufficient physical and aging resources; 3) Extended unproductive meetings; 4) SAPS 2 building and office infrastructure challenges; 5) Lack of involvement of all government departments; 6) Low morale of members; 7) Administrative-intense tasks to maintain a paper-trail; 8) Community police relations; 9) Population growth and development (police to population ratio unbalanced); and 10) Absenteeism.

Background In order for the South African Police Service to fulfil its mandate of creating a safe and secure environment, various human, financial, and technological resources are required. Hence, the availability of adequately trained human resources is considered critical in ensuring that the South African Police Service is able to fulfil its roles and responsibilities. Without the efforts, knowledge, capabilities, and committed behaviour of its police officers, the organisation would not be able to achieve its objectives and deliver on its mandated duties. However, recent data published by the South African Police Service revealed an increase in employee turnover, particularly at senior levels within the organisation and among highly skilled/specialist staff. Due to the stringent requirements of law-enforcement positions, the recruitment and selection of police officers is a lengthy, costly and often complex process. This is even more applicable to those in senior and highly skilled and/or specialist positions. It is, therefore, of paramount importance that an effective retention strategy is put in place to curb voluntary employee turnover and thus ensure the retention of scarce skills within the police force. Aim of the Study Being able to retain and engage police officers, a scarce resource, is vital for the South African Police Service in ensuring that it is able to fulfil its legislated mandate. Therefore, the aim of the present study was to identify the push and pull factors and/or the reasons that are most commonly related to voluntary turnover among the employees of the organisation. Identification of these factors would make it possible to present recommendations and/or to propose strategies, policies and practices that could be implemented to increase the retention of skilled senior staff. Method A descriptive research design was utilised. To address the research question, copies of archived exit-interview questionnaires were obtained from the South African Police Service. When an employee tenders his/her resignation, an exit interview is conducted by a trained interviewer (typically a social worker, psychologist or chaplain). During this meeting, an exit-interview questionnaire is completed and archived. This questionnaire consists of both closed-ended and open-ended semi-structured questions. A sample of exit-interview questionnaires (n=91) that comprised questionnaires from employees who held the rank of Sergeant, Warrant Officer or Captain and who had voluntarily resigned from the Western Cape South African Police Service during the 2016/17 fiscal year was obtained. Both qualitative and quantitative data obtained from the exit-interview questionnaires were analysed. Findings The findings suggested that overall, the South African Police Service was considered a good employer. The most prevalent reason for employee turnover was found to be related to the perceived safety of individuals and the risk to employees’ lives in carrying out their duties. The reasons given for resigning from the organisation were divided into two categories, namely individual factors (i.e., related to the person) and organisational factors (i.e., related to the organisation). Individual factor variables provided by respondents as reasons to leave included health, relocation, further studies, family time, rest, long service, and age. Organisational factors included better career opportunities; business opportunities; unfair treatment; lack of recognition, promotion or advancement opportunities; undesirable working hours; and issues with leadership/management. Recommendations Based on the findings, it is recommended that an effective retention strategy is implemented within the South African Police Service that includes career development, health and wellness, reward and recognition, work-life balance, and leadership. This recommended retention strategy should value transparency and empowerment and should aim to create a workplace that is conducive to good working conditions through enhancing team cohesion; creating opportunities for learning; and improving service delivery, the quality of work life, and work-life balance.

This study sought to measure the perceptions of the community on the prevalence of police corruption and its impact on service delivery in the Pretoria Central area. Using a literature review and 25 in-depth unstructured interviews, the study found that the majority of community members regard most police officials as corrupt. A lack of understanding on the part of the police of the negative impact that actual or perceived police corruption has on sound police-community relations was evident. Recruitment without proper vetting of the workforce emerged as one of the causal factors for corruption. The study provides several recommendations for the enhancement of the South African Police Service‟s systems to militate against incidents of corruption and its impact on police service delivery. / Police Practice / M. Tech. (Policing)

This study sought to measure the perceptions of the community on the prevalence of police corruption and its impact on service delivery in the Pretoria Central area. Using a literature review and 25 in-depth unstructured interviews, the study found that the majority of community members regard most police officials as corrupt. A lack of understanding on the part of the police of the negative impact that actual or perceived police corruption has on sound police-community relations was evident. Recruitment without proper vetting of the workforce emerged as one of the causal factors for corruption. The study provides several recommendations for the enhancement of the South African Police Service‟s systems to militate against incidents of corruption and its impact on police service delivery. / Police Practice / M. Tech. (Policing)

The study evaluated the training and development in Vereeniging cluster. The South African Police Service is the principal law enforcement institution and has a crucial role in contributing to the safety and security of South African citizens, including those who visit the country. Based on this it is essential that the organisation has skilled employees who will be able to meet the objectives and future challenges of the organisation. Training and development, therefore, is regarded as an important tool by an organisation, to facilitate the learning and development of all employees of the South African Police Service. Training and development identify, assure and develop individual competencies that will assist them to perform their current and future jobs. The research was conducted in the Vereeniging cluster. Only six stations were considered part of the target population. The respondents were randomly selected from the following stations: Heidelberg, Meyerton, Kliprivier, DeDeur, Ratanda and Vaal Marina. The systematic sampling method was used, where each unit had a chance of being selected. The duty list was utilised to obtain the sample. Structured questionnaires were utilised to obtain the responses from the respondents. The results of the findings indicated that employees were not satisfied about the recruitment and selection procedure and need assessment is not done before employees are sent for training. Respondents indicated that training equipment is not sufficient to assist them to acquire more knowledge during the facilitation of the learning programme. The results also highlighted that post-training appraisal is not done after each learning programme, which is important to determine the need for re-training, if any. The study concludes and recommends that the SAPS should focus on ensuring that the skills development facilitators understand the primary role of skills development. Training practices should be in line with the training standards and requirements and should be systematic and transparent / M Development and Management--North-West University, Vaal Triangle Campus, 2015.

The study evaluated the training and development in Vereeniging cluster. The South African Police Service is the principal law enforcement institution and has a crucial role in contributing to the safety and security of South African citizens, including those who visit the country. Based on this it is essential that the organisation has skilled employees who will be able to meet the objectives and future challenges of the organisation. Training and development, therefore, is regarded as an important tool by an organisation, to facilitate the learning and development of all employees of the South African Police Service. Training and development identify, assure and develop individual competencies that will assist them to perform their current and future jobs. The research was conducted in the Vereeniging cluster. Only six stations were considered part of the target population. The respondents were randomly selected from the following stations: Heidelberg, Meyerton, Kliprivier, DeDeur, Ratanda and Vaal Marina. The systematic sampling method was used, where each unit had a chance of being selected. The duty list was utilised to obtain the sample. Structured questionnaires were utilised to obtain the responses from the respondents. The results of the findings indicated that employees were not satisfied about the recruitment and selection procedure and need assessment is not done before employees are sent for training. Respondents indicated that training equipment is not sufficient to assist them to acquire more knowledge during the facilitation of the learning programme. The results also highlighted that post-training appraisal is not done after each learning programme, which is important to determine the need for re-training, if any. The study concludes and recommends that the SAPS should focus on ensuring that the skills development facilitators understand the primary role of skills development. Training practices should be in line with the training standards and requirements and should be systematic and transparent / M Development and Management--North-West University, Vaal Triangle Campus, 2015.

Thesis (MA)--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: THE COMPETENCY PROFILE OF A TRAUMA DEBRIEFER IN THE SOUTH AFRICAN POLICE SERVICE: Trauma debriefing interventions are done in the South African Police Service to prevent the onset of Post Traumatic Stress Disorder. The existing trauma debriefing team rendering this service consists of psychologists, social workers and chaplains. There is currently no selection model or procedure available to select successful trauma debriefers and evidently not all professionals can automatically function effectively in a trauma work environment. The need has thus arisen to develop a competency profile of a successful trauma debriefer from which a selection battery can be develop. Before a profile can be compiled, a job analysis has to be done to discover the competencies of a trauma debriefer. For the purpose of this study the functional job analysis method was used and it can be described as: "Who performs what action for wat reason with which tools, equipment or job aids following what instructions." The information gathered from questionnaires to debriefers, questionnaires to victims of trauma, the critical incident method and a focus group were used to compile a job description for a trauma debriefer. Information was also obtained regarding the competency potential of a successful trauma debriefer specifically concerning knowledge (capacity) and personality traits (dispositions). Ten different trauma debriefer competencies were identified and discussed in conjunction with the mentioned competency potential. The given profile can now form the basis for the development of a selection battery for a successful trauma debriefer. / AFRIKAANSE OPSOMMING: Trauma-ontlonting in die Suid-Afrikaanse Polisie diens word gedoen om Posttraumatiese Stresversteuring sover moontlik te voorkom. Trauma-ontlonters, wat uit sielkundiges, maatskaplike werkers en kapelane bestaan, word gebruik om die diens te lewer. Daar bestaan egter geen keuringsmodel vir die keuring van die traumaontlonters nie. Die literatuur en die praktyk het dit bewys dat nie alle professionele persone noodwendig effektiewe traumawerkers is nie. Die nodigheid het dus ontstaan om 'n bevoegdheidsprofiel van 'n suksesvolle ontlonter saam te stel en daaruit 'n keuringsbattery te ontwikkel. Alvorens 'n profiel saamgestel kan word, moet 'n posontleding gedoen word om inligting oor die bevoegdhede van die trauma-ontlonter te bekom. Vir die doeleindes van hierdie studie is die funksionele posontledingsmetode gebruik wat beskryf kan word as: "Who perform what action for what reason with what tools, equipment or job aid following what instruction." Om die inligting te bekom is van vraelyste aan ontlonters, vraelyste aan getraumatiseerde lede, kritieke insident metode en 'n fokusgroep gebruik gemaak. Hieruit is die trauma-ontlonter se posbeskrywing opgestel. Verder is inligting bekom oor bevoegdheidspotensiaal van 'n suksesvolle traumaontlonter. Dit behels kennis (kapasiteite) en persoonseienskappe (disposisies). Dit is ook uit die literatuur en vanaf onderwerpkundiges bekom. Tien ontlontersbevoegdhede is geïdentifiseer wat omskryf is en waarby die bevoegdheidspotensiaal ingeweef is. Vanuit hierdie profiel kan 'n keuringsbattery ontwikkel word.

M. Tech. Policing / One of the greatest challenges facing the South African Police Service (SAPS) as well as other law enforcement agencies elsewhere is how to maintain the enthusiasm officers shared before graduating from the academy whilst on the job. Critical areas of police service policy and procedure is not only affecting officer's morale, but also having a severely detrimental effect on the public's confidence in the police as a whole. Officers within the SAPS Public Order Policing Unit in Tshwane Metropolitan area exhibit low morale, a loss of interest in their work, and are not fully engaged in the workplace or their duties. The general appearance of members and job dissatisfaction are also common signs in a workplace where members have low morale. Employees assigned or deployed within the Unit often fail to participate or pull their weight in the spirit of collaboration with their colleagues. Discipline issues, such as insubordination and poor attendance, are also signs of low morale. The fundamental purpose of this study is to determine the main causes of low morale within the SAPS Public Order Policing Unit in Tshwane Metropolitan area.

Thesis (MPA)--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: This research study explores the impact of organisational culture with specific reference to the South African Police Service (SAPS) culture on service delivery. The two interrelated concepts "organisational culture and service delivery are discussed broadly in terms of their challenges for the contemporary policing function which put emphasis on the provision of police service and accounatbility to the broader community. The premise of the study is based on literature research evidence that organisational culture is an important factor to influence employee behaviour towards organisational effectiveness and also determine how they respond to its external environment. At the same time a strong organisational culture can be rigid and become a hindrance to change. Service delivery is a critical challenge to the government's ongoing efforts to ensure that its delivery process is efficient and responsive, particularly to the needs of the previously disadvantaged communities. In recent years, this challenge reinforced the government to embark on broad transformation mechanisms in order to position public institutions in an environment where service delivery meets the public needs and expectations. Some of these mechanisms include the promulgation of legislation, regulations and a series of policy frameworks notably, The White Paper on Reconstruction and Development (ROP), 1994, The White Paper on the Transformation of the Public Service of 1995, Public Service Regulation of 1999 etc. However, the provision of efficient service delivery in public institutions is usually constrained by various factors such as lack of capacity and shortage of competency skills, financial and technological resources as opposed to the private sector which normally have these resources in abundance. Since lack of sufficient financial resources will always be a challenge for public service delivery enhancement, this study suggests that public institutions can incorporate some private sector strategies in order to be innovative and improve efficiency. Apart from a lack of the above mentioned resources as contributing factor to inefficient service delivery, available theory on organisational culture state that it is an all encompassing factor that influences employee behaviour in public institutions. Chapter 3 provides a theoretical framework on the concept of organisational culture, its formation, and its sources, how it is sustained in the organisation. Various models and examples of organisational culture as found in small and big organisations such as those associated with government agencies are analysed and distinguish in terms of why the size of the organisation can determine its prevailing culture. Small organisations with flat structures are considered to be flexible, autonomous, innovative and responsive to customer needs. On the other hand the traditional bureaucratic organisations such as government agencies like police organisations tend to be characterised by highly formal hierarchical structure with too many layers, operational rules and regulations which are intended to enforce control measures. However, type of structures are criticised for rigid systems, autocratic, and slow. Models for changing organisational culture in order to increase its effectiveness are suggested. After a theoretical discussion on both the concepts organisational culture and service delivery, the SAPS was used as a case study to establish the applicability and the extent to which organisational culture impact on service delivery. The first stage consist of analytical perspective of the SAPS historical military culture since its inception in 1913 and giving critical accounts of its operational phases that it had undergone until the new dispensation. Since the early 1990s until after April 1994 elections, marked a new era in the SAPS which embarked on broad transformation initiatives in order to change policing function from that of a narrow law and order maintenance to a fully integrated community policing which makes police officers to be accountable to the broader community by rendering police service and problem solving within a human rights culture. However, police culture has been widely criticised as a source of resistance to change and reform, and is often misunderstood. The prevailing police culture which was inherited from the previous paramilitary legacy such as the autocratic leadership style, traditional bureaucratic structure, corruption, secrecy, mistrust are some of the dominant indicators which are identifiable and commonalities among the different police agencies. These dominant features cause any resistance to any change initiative and are perceived with negative image. After contextualising the description of the SAPS, the study describes the methods and procedures used to conduct an empirical research project in the form of a pilot study conducted in two police stations in Cape Town. Data collection methods include the following: 1) literature review, 2) open-ended one-an-one interviews with the station commissioners from the selected stations, 3) distributing survey questionnaires which consist of close ended questionnaires to junior officers at police stations to determine their attitudes towards the organisations they work in, and 4) by means of observation. Theoretical evidence proves that police culture which is characterised by paramilitary, bureaucracy, rigid systems and procedures, inflexible structure still prevail in the SAPS and contributes significantly to lack of coordination, slow response and results inefficient service delivery. It is concluded that police stations are the primary centres where the public gets first hand experience when reporting their cases or need the help of police officers to solve problems in the community. In order to provide efficient police service, units which provide interrelated functions need to be fully integrated under one unit commander in order to improve coordination and prompt response. Policing crime is still the primary function of the police and police officers need to be fully equipped with competency skills and other capacity building programs that are consistent with the contemporary policing function. / AFRIKAANSE OPSOMMING: Hierdie navorsingstudie stelondersoek in na die impak van organisasiekultuur met spesifieke verwysing na die Suid-Afrikaanse Polisiediens (SAPD) se kultuur op dienslewering. Die twee verwante konsepte "organisasiekultuur"en "dienslewering"word breedvoerig bespreek teen die agtergrond van die agtergrond van die uitdagings wat dit stel vir die hedendaagse polisieringsfunsie wat dit beklemtoon dat die polisie 'n diens moet lewer en aanspeeklik moet wees teenoor die breer gemeenskap. Die studie se aanname is gebasseer op literatuurnavorsing wat toon dat organisasiekultuur 'n faktor is wat werknemersgedrag beinvloed ten opsigte van organisasie-effektiwiteit asook hoe werknemers reageer teenoor die eksterne omgewing. 'n Sterk organisasiekultuur word beskou as 'n bindende faktor tussen werkers en die organisasie en dit skep kosekwentheid en rigting. 'n Sterk organisisasiekultuur kan terselfdetyd rigied wees en 'n struikelblok word in die weg van voorgestelde verandering aangesien verandering beskou kan word as inmenging in die normale gang van die organisasie. Hierteenoor het 'n meer buigsame kultuur die voordeel van aanpasbaarheid ten opsigte van verandering. Dienslewering is 'n volgehoue uitdaging vir die regering se se volgehoue pogings om te verseker dat sy leweringsproses effektief is en die behoeftes van spesifiek die voorheen benadeelde groepe aanspreek. Hierdie uitdaging het die regering genoop om transformasie-meganismes daar te stel ten einde openbare instellings in staat te stelom leweringsagente te word wat die behoeftes en uitkomste-verwagtinge van almal aanspreek. Van die meganismes sluit in die promulgering van wetgewing en beleid soos die Heropbou-en Ontwikkelingsprogram (HOP) Witskrif, 1994, die Transformasie van Openbare Dienste Witskrif, 1995, die Openbare Diens Reguleringswet van 1999 ensomeer. Die lewering van effektiewe dienste word gewoonlik beperk deur deur veskeie faktore soos 'n gebrek aan kapasiteit en vaardighede, asook finasiele en tegnologiese hulpbronne wat normaalweg tot die beskiking van die private sektor is. Gegewe dat 'n tekort aan finansiele hulpbronne altyd 'n uitdaging vir effektiewe openbare sektor dienslewering sal wees, stel hierdie studie voor dat openbare instellings sekere privaatsektor strategiee kan inkorporeer ten einde innovasie en effektiwiteit te verbeter. Behalwe bogenoemde beperkende faktore, stel beskikbare organisasiekultuur-teorie dit dat dit ook organisasiekultuur is wat openbare sektor amptenare se gedrag is wat die kwaliteit en vlak van dienslewering beinvloed. Hoofstuk drie bied 'n teoretiese raamwerk vir die konsep organisasiekultuur ten opsigte van hoe dit geskep en in stand gehou word binne organisasies. Verskeie modelle en voorbeelde van organisasiekultuur binne klein sowel as groor organissaies word ontleed en daar word gekyk na hoe die grootte van 'n organisasie organisasiekultuur beinvloed. Klein organisasies met 'n plat struktuur word beskou as buigsaam, outonoom, innoverend en daartoe in staat om die vebruiker se behoeftes aan te spreek. Daarteenoor word tradisionele burokratiese organisasies soos polisie-organisasies gekenmerk deur formele strukture met te veel vlakke, operasionele reels en regulasies ten einde volle beheer te he oor prosedures. Die rigiede stelsels, outokrasie, en stadiege leweringsproses van sulke strukture word dikwels gekritiseer. Modelle om organisasiekultuur te verander ten einde effektiwiteit te verbeter word voorgestel. Die teoretiese bespeking van die konsepte organisasiekultuur en dienslewering word gevolg deur 'n gevallestudie van die SAPD ten einde te bepaal die mate waartoe organisasiekultuur impakteer op dienslewering. Die eerste fase behels 'n analitiese perspektief van die SAPD se historiese militere kultuur sedert 1913 asook' n kritiese blik op operasionele fases waardeur die SAPD gegaan het tot en met die nuwe dispensasie. Die vroee 1990s tot net na die April 1994 verkiesing verteenwoordig' n nuwe era in die SAPD ten opsigte van transformasie inisiatiewe wat daarop gerig was om die polisieringsfunksie te verander van 'n agent wat eng gefokus was op die handhawing van wet en orde na 'n geintegreerde polisiediens wat aanspeeklik is teenoor die bree gemeenskap. Dit behels die lewering van 'n polisiediens sowel as probleem-oplossing binne die konteks van 'n menseregte-kultuur. Polisiekultuur word, as gevolg van misverstande, dikwels beskou as 'n bron weerstand teen verandering. Die heersende organisasiekultuur - wat 'n nalatenskap is van die vorige paramilitere styl byvoorbeeld outokratiese leierskapstyl, tradisionele burokratiese strukture, korrupsie, geheimhouding, wantroue - is van die dominante indikatore wat gemeenskaplike eienskappe is van die verskeie polisie-agentskappe. Hierdie dominante kenmerke veroorsaak weerstand teen enige veranderingsinisiatief en word as negatief beskou. Die beskrywing van die SAPD word gevolg deur' n uiteensetting van metodes en prosedures wat gebruik was tydens die empiriese navorsing wat gedoen was by twee polisiestasies in Kaapstad. Data insamelingsmetodes sluit in: 1) lieratuurnavorsing, 2) ope een-tot-een onderhoude met die stasiekomisarisse van die twee stasies, 3) die verspreiding van geslote vraelyste aan junior offisiere by polisiestasies ten einde hul houding te bepaal teenoor die organisaies waar hulle werk, en 4) observasies. Teoretiese bewyse toon dat die polisiekultuur wat normaalweg gekenmerk word deur paramilitere, buroktariese, rigiede stelsels en prosedures steeds bestaan binne die SAPD en dat dit bydra tot swak koordinasie, swak response en oneffektiewe dienslewering. Ten slotte word gemeld dat polisiedienssentra plekke is waar die publiek eerstehands kennis maak met dienslewering. Ten einde 'n effektiewe diens te lewer, behoort eenhede wat verwante diense lewer geintegreer te word onder die bevel van een bevelvoerder. Misdaadvoorkoming is steeds die primere funksie van die SAPD en beamptes moet toegerus word met die nodige bevoegdhede, vaardighede asook kapasiteitsbouprogramme wat in lyn is met die kontemporere polisieringsfunksie.

Since 1991. South Africa has a new democratic dispensation. This new- Democracy in South Africa has the aim to change the lives of ever)- citizen in South Africa. A new Constitution and the Bill of Rights have been adopted to ensure that discrimination policies of the past are to be addressed. The Government of South Africa committed itself to gender equality and this commitment has to transpire to all public institutions. It is therefore. important that public institutions should engage in a process of ongoing change and investigate their own controlled styles in support of gender justice. In the South African Police. before 1994. women were not considered as an essential part of the workforce and they were not employed in senior management positions. The new South African Police Service adopted community policing as a new style of policing and embarked on a strong sense of service delivery to the community. South Africa has a diverse community and to enable the SAPS to deliver a proper service to the community they serve, the human-resource component should reflect this: incorporating men and women as equal partners. The managers of the SAPS have therefore to change accordingly and with that the whole organisation and its members. When times change. it requires a change in attitudes and perceptions. The aim of this study was to engender a new consciousness in the SAPS and the society about the role of policewomen as competent managers in a male-dominated profession and not for superiority of any of the genders. In any society women play a critical role: therefore the respect for the rights of women in society brings capability and builds capacity. Semi-structured interview schedules were used to conduct interviews with female police station managers as well as their subordinates at different stations to obtain the necessary information. A literature re vie^ was done to obtain information and views from other authors on the topic of policewomen. Limited research has been done on policewomen or on women in management positions in SAPS. Chapter one provides an orientation to the study. Legislation by Government as well as policies and directives from the SAPS were discussed in Chapter 2 to set the scene for the study. The question is asked whether these legislation. policies and directives are effectively being implemented to enhance the development of women in the organisation and to give them a fair chance to show their skills and competencies in managerial positions. The study further materialises in a discussion on the role and performance of women in the policing environment and a historical background of women in policing in South .Africa. The remainder of the study focuses on the research methodology. the empirical findings: a summary: recommendations and a conclusion. / Thesis (M. Development and Management)--North-West University, Potchefstroom Campus, 2006.