Thesis (M.A.)--Kutztown State College, 1977. / Source: Masters Abstracts International, Volume: 45-06, page: 2952. Typescript. Abstract precedes thesis as preliminary leaves i-ii. Includes bibliographical references (leaf 106).

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)

No description available.

No description available.

The purpose of this paper is to discuss the design, construction and operation of the proximity vehicle locator system prototype developed for the Orlando Police Department. The objective of the project itself was to provide the O.P.D. with a simple but effective system by which constant surveillance of patrol car locations could be maintained, thus improving the department's operational efficiency. Each unit designed specifically for use in this project will be discussed in some detail, while those purchased locally for use in the project will be only briefly described, as pertaining to their functional importance to the system. In addition, some of the problems encountered in the realization of the system as a working model will also be briefly recounted.

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)

abstract: Prior ethnographic research has found some relatively consistent factors that influence an officer’s use of force (e.g., organizational and suspect and officer characteristics). However, very little research has explored the effect department size in and of itself may have on force displayed during a police/citizen encounter. This study used data from the 2010 – 2013 Arizona Arrestee Reporting Information Network (AARIN) to examine the relationship between departmental size and officer use of force. Participants in this data collection cycle were limited to adult male and female arrestees (N = 2,273). AARIN personnel conducted confidential interviews and used a Police-Contact Addendum to document the type of forced employed by police during their current arrest. This study sought to answer the following research question: does the likelihood of an officer employing use of force increase (or decrease) in relation to department size the officer is nested in? The results indicate that citizens who are arrested by officers from a larger agency are more likely to report experiencing use of force during their arrest when compared to those arrested by officers from small and medium sized agencies. / Dissertation/Thesis / Masters Thesis Criminology and Criminal Justice 2017

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.

The organizational change of the Swedish police force has become the victim of massive criticism due to the negative results that have continued since 2015. After the organization experienced a structural change that was something between a merger and an acquisition the operational results have continued to decline. One aspect that has been left out of the discussion has been the organizational identity change of the police. Previous research on organizational identity have been very interested in structural organizational changes and have found a vast number of results in different contexts. Identity ambiguity, who are we as an organization, have been present in many cases. Weakened legitimacy claims and changed operational activities have been noticed in many as well. This is studied with a qualitative methodology and an inductive research approach. Information from nine interviews with current and former members of the Västerås police department make up the data that is analysed. What is discovered is the emergence of frustration as an organizational characteristic. This is experienced through all levels of the organization and has resulted in superfluity and resignations.