M.Comm.

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)

Thesis (Master).

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.