The high crime levels in South Africa necessitated the establishment of Metropolitan Police Departments in South Africa, a new phenomenon, starting with the Durban Metropolitan Police Department in March 2000, followed by the Johannesburg Metropolitan Police Department (JMPD) in March 2001. Since their establishment, Metropolitan Police Departments have not escaped criticism that they are underperforming, specifically on their ability to reduce crime. The JMPD is not exempted from these criticisms, and doubts started mounting on its ability to sustain the City of Johannesburg’s (CoJ) objective of becoming a world class city by the year 2030. Criticism by the public through the media necessitated research into their recruitment and selection processes in order to understand how these are undertaken. This would assist in improving the performance of police officers and the department as a unit. This research targeted police officers within the JMPD on operational and management levels as respondents with the objective to investigate and gather information pertaining to their perceptions on recruitment and selection within the department. A research questionnaire that focused on gathering information was developed and classified into four sections. Section A focused on biographical information of respondents, race, gender, occupational rank and number of years of experience in the JMPD. Section B gathered data on respondents’ perceptions on recruitment. Section C gathered data on selection processes, and Section D sought to gather information that is more general in nature. It is evident from the findings of the biographical data in Section A that despite legislative requirements contained in the Employment Equity Act 55 of 1998 that requires public institutions to be representative of race and gender, that progress in this regard is slow. The findings in Section B paint a picture that points to the discontent of police officers regarding the manner in which the recruitment and selection processes are undertaken, and point to police officers within the JMPD being unfamiliar with the Talent Acquisition Policy (TAP, 2010). It was found that more than half of the respondents perceive that recruitment and selection within the JMPD does not consider skills and experience during selection, which could mean that the JMPD tolerate favouritism and nepotism, a situation which if not prudently attended to could lead to low employee morale and subsequently brain drain. Last, the findings of general comments were dominated by references to the formal requirements that applicants need to acquire in order to be appointed either as sergeant or inspector. These skills include written, decision-making and communication and academic qualifications. Applicants with necessary skills can perform better as opposed to those that do not possess these skills. The research concludes by offering recommendations for each of the four sections of the research. / Public Administration & Management / M.P.A.

The high crime levels in South Africa necessitated the establishment of Metropolitan Police Departments in South Africa, a new phenomenon, starting with the Durban Metropolitan Police Department in March 2000, followed by the Johannesburg Metropolitan Police Department (JMPD) in March 2001. Since their establishment, Metropolitan Police Departments have not escaped criticism that they are underperforming, specifically on their ability to reduce crime. The JMPD is not exempted from these criticisms, and doubts started mounting on its ability to sustain the City of Johannesburg’s (CoJ) objective of becoming a world class city by the year 2030. Criticism by the public through the media necessitated research into their recruitment and selection processes in order to understand how these are undertaken. This would assist in improving the performance of police officers and the department as a unit. This research targeted police officers within the JMPD on operational and management levels as respondents with the objective to investigate and gather information pertaining to their perceptions on recruitment and selection within the department. A research questionnaire that focused on gathering information was developed and classified into four sections. Section A focused on biographical information of respondents, race, gender, occupational rank and number of years of experience in the JMPD. Section B gathered data on respondents’ perceptions on recruitment. Section C gathered data on selection processes, and Section D sought to gather information that is more general in nature. It is evident from the findings of the biographical data in Section A that despite legislative requirements contained in the Employment Equity Act 55 of 1998 that requires public institutions to be representative of race and gender, that progress in this regard is slow. The findings in Section B paint a picture that points to the discontent of police officers regarding the manner in which the recruitment and selection processes are undertaken, and point to police officers within the JMPD being unfamiliar with the Talent Acquisition Policy (TAP, 2010). It was found that more than half of the respondents perceive that recruitment and selection within the JMPD does not consider skills and experience during selection, which could mean that the JMPD tolerate favouritism and nepotism, a situation which if not prudently attended to could lead to low employee morale and subsequently brain drain. Last, the findings of general comments were dominated by references to the formal requirements that applicants need to acquire in order to be appointed either as sergeant or inspector. These skills include written, decision-making and communication and academic qualifications. Applicants with necessary skills can perform better as opposed to those that do not possess these skills. The research concludes by offering recommendations for each of the four sections of the research. / Public Administration and Management / M.A. (Public Administration)

Mini-thesis submitted in partial fulfilment of the requirements for the degree Master of Technology: Public Management in the Faculty of Business at the CAPE PENINSULA UNIVERSITY OF TECHNOLOGY 2013 / Gillis (2004:1) stated in her publication in Communication World that “employees are the lifeblood of an organisation.” Local governments, both in South Africa and abroad, are increasingly faced with the need to change for a number of reasons, one of which is to change so as to become more responsive and improve performance. As local government devises means to attain the objectives of performance management, how does it ensure that performance management objectives are mainstreamed within the organisation? Academic writers agree that staff resistances are counterproductive to the efforts made by any municipality to introduce performance management systems with the aim of bringing about effective and efficient service to its constituents. The key to avoiding staff resistances, which all organisations have to take account of, is communicating with employees. The writer suggests that this process is necessary and unavoidable, yet it is almost always ignored. The main aim of this study was to review the communication practices underpinning the Balance Scorecard (BSC) performance management system within the Cape Town Metropolitan Police Department (CTMPD). Tentative discussions with the metropolitan police department’s middle and low level managers indicated little understanding of how the BSC fits into the CTMPD’s accountability measures. At regular senior management meetings, called the Operational Management Forum (OMF), in 2011, the researcher learnt from operational directors and managers that they were not properly consulted with regard to the BSC system and that the implementation of the system was not adequately communicated. Managers claimed that only a short presentation was given in 2009 and it was then expected that middle managers would achieve the desired results and attain objectives towards which they had very little input. They have since become disillusioned and have resorted to focussing solely on ensuring that they spend their budgets with little understanding that there is more to the BSC than financial measurements. Thus the research questions were posed: why was performance management introduced within the CTMPD and what guidelines can be provided to improve how performance management is communicated to managers? A questionnaire was used to gain insight into this; it was administered to middle management within the CTMPD. The main findings of the research were that the respondents have an understanding of performance management. Another finding was that the majority of the respondents were not trained in the BSC performance management system. The researcher thus recommended that the safety and security training college be tasked to develop a training workshop, with the help of the support services manager. In addition, the researcher also recommended that the support services division ensures that candidates eligible for middle management positions be tested on their core communication skills and understanding of performance management principles prior to appointment.

This study explores the representation of women in leadership positions in Metropolitan Police Departments (MPDs). Historically, the police career was male dominated and women were not allowed to work in the police. Democracy, changes in law, and societal beliefs opened policing as a career to women. Various legal frameworks provide for gender equality, therefore equal gender representation in the workplace is a developmental goal in South Africa. The Commission on Employment Equity (CEE, 2015) of South Africa reported that women comprised 44.8% of the economically active population, yet males were still in charge of senior management positions in South African companies. The 2015 South African Employment Equity Report indicates that women hold only 29.5% of top level management positions and 30.7% of senior management positions (CEE, 2015). These results are lower than the government’s mandated target of 44.4% management positions reserved for women. The MPDs (2017) indicated that, out of a sample of 600 women, 91 are in leadership positions. The current gender representation in MPDs’ leadership positions forms this study’s problem statement. This study is qualitative in nature. Twenty-five South African women from the Gauteng Province from Ekurhuleni, Tshwane, and Johannesburg MPDs were interviewed. The transformative approach was used to inquire on participants’ experiences and views about gender representation, as well as women’s advancement to leadership positions in the MPDs. Data were analysed using Atlas.ti™. The results showed that culture, stereotypes, and physical fitness were perceived as barriers that hindered the representation of women in leadership positions. Furthermore, sexual and verbal harassment, bullying, discrimination against female officers at the workplace, and unimplemented policies and procedures were also hindrances. The participants recommended that the South African MPDs review human resource practices and policies to promote a positive and constructive work environment for all employees. / Police Practice / D. Litt. et Phil. (Police Science)

The purpose of this research was to investigate how members of the Tshwane Metropolitan Police Department (TMPD) perceive crime prevention within the context of metropolitan policing. Based on the social constructionist paradigm, the researcher collected data relating to the crime-prevention phenomenon from all rank groups within the organisation by making use of various focus-group and in-depth interviews. Collected data were transcribed, coded, analysed and arranged into themes, subthemes and categories. This analysis indicated that various opinions as to how the crime-prevention phenomenon applies to a metropolitan police department (MPD) currently exist within the Tshwane Metropolitan Police Department. Various opinions were identified as to why a MPD was created, what the focal point of a MPD should be and what the current focal point of the TMPD is. Participants had different views on how a MPD should participate in functions like road-traffic and by-law policing, and how these functions contribute to crime prevention. Crime prevention proved to be an ambiguous term indeed, as no common understanding of this complicated phenomenon could have been identified amongst participants. It seemed that participants were not familiar with the crime-prevention capabilities of the organisation as they advocated a comprehensive participation in crime-prevention models like situational crime prevention, social crime prevention, crime prevention through environmental design, and crime prevention through effective criminal justice, while the organisation can actually participate in these crime-prevention models only to a very limited extent. The lack of a central philosophy or strategy that describes how the TMPD should conduct its business became evident during the study, and resulted in an organisation with no uniform understanding of crime prevention. Consequently, crime prevention means different things to different members of the TMPD. / Police Practice / M. Tech. (Policing)

Text in English, with summaries in English, Xhosa and Zulu / This research was directed towards investigating if the metropolitan police mandate, as it is collectively perceived by senior metropolitan police officials in Gauteng, is constructive and aligned to the notion of a democratic South Africa. Qualitative data was collected from all metropolitan police departments in Gauteng through an extensive series of semi structured interviews. By adopting a phenomenographic research approach, collected data was transcribed, analysed and hierarchically arranged into a variety of qualitatively different but intrinsically related categories of description. From these categories of description, multiple collective understandings relating to democracy in South Africa, democratic policing and the metropolitan police role emerged. Further analysis revealed that the senior metropolitan police managers collectively fosters a significantly limited understanding of democracy, predominantly based on rudimentary and general democratic principles and values. The collective understanding participants held in relation to democratic policing was also significantly rudimentary and limited, as it principally revolved around the notion of police accountability. Again, the absence of an explicit relationship between participants and South Africa’s democracy was notable. Sequentially, it emerged that participants predominantly do not understand or perceive the metropolitan police department or its mandate as is appropriate within the framework of South Africa’s constitutional democracy. The democratic features of a preventative and proactive focus, objective professionalism and individual and situational responsiveness are thus remarkably absent from these departments. Subsequently, the metropolitan police mandate, as it is collectively perceived by senior metropolitan police officials in the Gauteng Province, is neither appropriate nor constructive to a democratic South Africa. / Olu phando lwalujoliswe ekuphandeni ukuba ingaba igunya lamapolisa esixeko, njengoko libonwa njalo ngawo wonke amagosa aphezulu obupolisa besixeko eGauteng, liyakha kwaye lingqamene na nombono woMzantsi Afrika wedemokhrasi. Kwaqokelelwa iinkcukacha zolwazi lomgangatho kuwo wonke amasebe amapolisa esixeko eGauteng, oko kusenziwa ngothotho lodliwano ndlebe olunzulu nolungaqingqwanga ncam. Kwasetyenziswa indlela yophando ejonga iimeko ngobunjalo bazo, iinkcukacha zolwazi ezaqokelelwayo zahlalutywa zacwangciswa ngokwamanqwanqwa olandelelwano, zangamaqela enkcazelo aneempawu ezingafaniyo nangona zizalana. Ukususela kula maqela enkcazelo kwaqondakala iqela lezimvo eziphathelene nedemokhrasi eMzantsi Afrika, ukugcina umthetho ngokwedemokhrasi kwaze kwavela indima yamapolisa esixeko. Uhlalutyo lwaqhuba lwavelisa ukuba abaphathi bamapolisa esixeko ewonke abonakalisa ukungayiqondi kakuhle idemokhrasi, ikakhulu asekeleze iinqobo ezingacolekanga zedemokhrasi. Uluvo lwabo bonke abathathi nxaxheba xa luthelekiswa nokugcina umthetho ngokwedemokhrasi lwafumaniseka ukuba nalo alucolekanga ngaye lulwazana oluncinci, kuba lwalungqonge ingcinga yokuba amapolisa amele izenzo zawo. Ngaphezu koko, kwaqapheleka ukungabikho kobudlelwane phakathi kwabathathi nxaxheba nedemokhrasi yoMzantsi Afrika. Okulandelayo yaba kukuqaphela ukuba abathathi nxaxheba abaliqondi iSebe okanye igunya lamapolisa esixeko njengoko libekiwe kwisakhelo sedemokhrasi yoMgaqo Siseko yoMzantsi Afrika. Azikho kwaphela kula maSebe iimpawu zedemokhrasi zokuthintela nokulungiselela kungekaqhambuki bubi, ukusebenza kakuhle nokuvelela izinto macala onke kwanokukwazi ukusabela kwimeko ethile. Ngoko ke, igunya lamapolisa esixeko, njengoko libonwa njalo ngawo wonke amagosa aphezulu amapolisa esixeko kwiPhondo iGauteng, alifanelekanga kwaye aliwakhi uMzantsi Afrika wedemokhrasi. / Lolu cwaningo lwaluqondiswe ekuhloleni ukuthi isijubo samaphoyisa edolobhakazi, ngendlela esibonwa ngayo yizikhulu zasemaphoyiseni edolobhakazi eGauteng singesakhayo na nokuthi siyahambisana yini nombono weNingizimu Afrika yentando yeningi. Imininingwane yocwaningo emayelana namaqiniso yaqoqwa kuyo yonke iminyango yamaphoyisa edolobhakazi eGauteng ngokusebenzisa uchungechunge olubanzi lwezingxoxo ezihleliwe. Ngokulandela indlela yocwaningo ebheka ukuthi abantu bacabangani noma bayithola injani into ethile, imininingwane eqoqiwe yashicilelwa yaba ngumbhalo, yahlaziywa yabe seyihlelwa ngokulandelana kokukhula kwayo yaba yizinhlobonhlobo zemikhakha yencazelo engamazingahle ahlukahlukene kodwa futhi zibe zihlobene ngokwemvelo. Kule mikhakha yencazelo, kuvele ukuqonda okwahlukene kaningi eqoqweni elilodwa ngokufanayo maqondana nentando yeningi eNingizimu Afrika, ukuqapha okuhambisana nentando yeningi kanye nendima edlalwa ngamaphoyisa edolobhakazi. Olunye uhlaziyo luveze ukuthi izikhulu zasemaphoyiseni edolobhakazi, ngokuhlanganyela, zinokuqonda okunomkhawulo maqondana nentando yeningi, ikakhulukazi kokuphathelene nemigomo nezimiso ezejwayelekile zentando yeningi. Ukuqonda kweqoqo lababambiqhaza ngokuhlanganyela maqondana nokuqapha okuhambisana nentando yeningi nakho kwaba ngokwejwayeleke kakhulu futhi kwaba nomkhawulo, njengoba kwakugxile kakhulu embonweni wokuziphedulela kwamaphoyisa. Kanti okunye, ukungabi khona kobudlelwano obucacile phakathi kwababambiqhaza kanye nentando yeningi yeNingizimu Afrika nakho kwabonakala. Okwalandela lapho kwaba ngukuthi ababambiqhaza abaningi abaqondi kahle kumbe babona umnyango wamaphoyisa edolobhakazi noma isijubo sawo njengefanelekile ngokohlaka lwentando yeningi yeNingizimu Afrika elandela umthethosisekelo. Ngakho-ke, izinto ezihambisana nentando yeningi maqondana nokugxila ekuvimbeleni nasekwenzeni izinto ngaphandle kokutshelwa, ukuqeqesheka kahle ngokubheka wonke amacala kanye nokubhekana nezinto eziqondene nomuntu ngamunye noma nezimo, azitholakali kule minyango. Ngenxa yalokho, isijubo samaphoyisa edolobhakazi, ngendlela esibonwa ngayo yizikhulu zasemaphoyiseni edolobhakazi esifundazweni saseGauteng, singesingafanelekile nesingakhi eNingizimu Afrika yentando yeningi. / Police Practice / D. Lit. et Phil. (Police Science)

The purpose of this research was to investigate how members of the Tshwane Metropolitan Police Department (TMPD) perceive crime prevention within the context of metropolitan policing. Based on the social constructionist paradigm, the researcher collected data relating to the crime-prevention phenomenon from all rank groups within the organisation by making use of various focus-group and in-depth interviews. Collected data were transcribed, coded, analysed and arranged into themes, subthemes and categories. This analysis indicated that various opinions as to how the crime-prevention phenomenon applies to a metropolitan police department (MPD) currently exist within the Tshwane Metropolitan Police Department. Various opinions were identified as to why a MPD was created, what the focal point of a MPD should be and what the current focal point of the TMPD is. Participants had different views on how a MPD should participate in functions like road-traffic and by-law policing, and how these functions contribute to crime prevention. Crime prevention proved to be an ambiguous term indeed, as no common understanding of this complicated phenomenon could have been identified amongst participants. It seemed that participants were not familiar with the crime-prevention capabilities of the organisation as they advocated a comprehensive participation in crime-prevention models like situational crime prevention, social crime prevention, crime prevention through environmental design, and crime prevention through effective criminal justice, while the organisation can actually participate in these crime-prevention models only to a very limited extent. The lack of a central philosophy or strategy that describes how the TMPD should conduct its business became evident during the study, and resulted in an organisation with no uniform understanding of crime prevention. Consequently, crime prevention means different things to different members of the TMPD. / Police Practice / M. Tech. (Policing)

Text in English / An improved roads and public transport system also referred to in this research as road-transport, is strategic to economic growth in countries worldwide. This is why the improvements relating thereto have been prioritised by governments in developing economies such as South Africa. The problem that therefore informed the research in this study is that ever since the improvements on road-transport in South Africa, the implications thereof on the role of the Tshwane Metropolitan Police Department (TMPD) have not been studied, to understand the associated dynamics. The dynamics relate to how the road-transport improvements have swayed the role of law enforcement in the City of Tshwane. To unpack the dynamics, the study posed the question: What are the implications of the road-transport improvements on the role of the TMPD? In an attempt to answer this question, the study premised itself on exploring one primary aim, which is: to explore the implications of the road-transport improvements, on the role of the TMPD. To operationalise this aim, the study used three research objectives, which are: to describe the road-transport improvements In South Africa; to explain the role of the Tshwane Metropolitan Police Department; as well as to identify factors that hinders the effectiveness of the TMPD. The research used a qualitative approach wherein primary data was collected using interviews. The research showed that road-transport improvements in South Africa can be summarised into two categories. These are traffic improvements and improvements in public transport. The research also found that the role of the TMPD include traffic policing, by-law enforcement, crime prevention, crime Investigation and crowd management. Although the role of the TMPD is regulated properly, the study shows that this law enforcement agency was constrained by a number of challenges. The challenges include: lack of clarity in their crime prevention mandate; limited investigative powers; balancing their enforcement and crime prevention mandates; poor training in crowd management; staff shortages; resource problems; and administrative challenges. To deal with the problems thus requires strong management and leadership within the institution. / Police Practice / M. Tech. (Policing)

The Johannesburg Metropolitan Police Department (JMPD) is one of the South African institutions with growing levels of corruption. This is despite the presence of several anti-corruption strategies as well as institutions implemented to deal with this epidemic. The ineffectiveness of these strategies and institutions is attributed to, amongst others, the application of ineffective detection methods. The under-detection of corruption in the JMPD is affecting road safety, the economy, and the image of the JMPD itself. It is against this background that the researcher sought to establish how intelligence analysis could add value in detecting corruption in the JMPD. A qualitative research approach was applied to investigate this problem. As such, it has been proven that the use of hotlines and the over-reliance on whistleblowers is less effective in detecting corruption in the JMPD. The results have further shown that intelligence analysis may add value in detecting corruption in the JMPD. / Umnyango wamaphoyisa edolobha elikhulu eGoli (JMPD) ungenye yezikhungo zaseNingizimu Afrika ezithola amazinga akhulayo enkohlakalo. Lokhu kungakhathaliseki ukuthi kukhona amasu amaningi okulwa nenkohlakalo kanye nezikhungo ezisetshenziselwa ukubhekana nesifo sobunkohlakalo. Ukungafezeki kwalawa masu kanye nezikhungo kubhekwa ukuthi, phakathi kwabanye, ukusetshenziswa kwezindlela ezingafenele zokuthola. Ukutholakala kwezinkohlakalo ku-JMPD kuthinta ukuphepha komgwaqo, umnotho nomfanekiso we-JMPD uqobo. Kungokumelene nalesi sizinda ukuthi umcwaningi lufuna ukusungula ukuthi ukuhlaziywa ngobuhlakani kungasiza kanjani ekutholeni inkohlakalo ku-JMPD. Indlela yokucwaninga efanele yasetshenziswa ukuphenya le nkinga. Njengalokhu, kuye kwafakazelwa ukuthi ukusetshenziswa kwama-hotlines nokuxhaswa ngokweqile kwababika ngenkohlakalo akwanele ukuthola inkohlakalo ku-JMPD. Imiphumela ibonise ukuthi ukuhlaziywa kobuhlakani kungasiza ekutholeni inkohlakalo ku-JMPD. / Lefapha la Sephodisa la Teropokgolo ya Johannesburg (JMPD) ke nngwe ya ditheo tsa Aforika Borwa tse di itemogelang maemo a a golang a bobodu. Seno ke kwa ntle ga go nna teng ga ditogamaano tse dingwe tse di kgatlhanong le bobodu ga mmogo le ditheo tse di diragadiwang go samagana le leroborobo la bobodu. Go se nne le nonofo ga ditogamaano tseno le ditheo e amana, mo go tse dingwe, le tiragatso ya mekgwa ya go lemoga go se nne le nonofo. Go nna kwa tlase ga go lemoga bobodu mo go JMPD go ama pabalesego ya tsela, ikonomi le setshwantsho sa JMPD ka boyona. Ke mabapi le lemorago leno gore mmatlisisi o ne a batla go tlhomamisa gore tshetshereganyo ya tsa matlhale e ka thusa mo go lemogeng bobodu mo go JMPD. Boitlhagiso jwa patlisiso ya boleng bo ne jwa diragadiwa go tlhotlhomisa bothata jono. Fa go le jalo, go ne ga netefatswa gore tiriso ya megala ya tlhamalalo e e kgethegileng ya tshoganyetso le go ikaega thata ka batho ba ba tlaleyang ga go a lekana go lemoga bobodu mo go JMPD. Dipholo di bontshitse gape gore tshekatsheko ya tsa matlhale e ka thusa go lemoga bobodu mo go JMPD. / Criminology and Security Science / M.A. (Criminal Justice)