Recruiting and Retaining Police Officers

Question 1

Most agencies have reported the absence of qualified police candidates which is resulting in operational issues. The staffing issues within the agencies are mainly resulted by the unexpected openings (NIJ, 2004). There are several major sources for this trend. To begin with having an authoritative economy has pushed most of the qualified persons and those with high law enforcement knowledge to other sectors associated with high payment (NIJ, 2004). Secondly, the increasing educational needs for all the police candidates, especially for the bigger institutions, might have discouraged those willing. In addition, the potential candidates might be facing distinct attention and admiration in different sectors with more opening as the baby boomers are withdrawing from the economic sector. More so, the existing undesirable publicity based on ethnic profiling and the extreme force routine have largely most individuals from being associated with policing (NIJ, 2004). 

Police training is currently taking more time to ensure that the officers acquire the needed skills. This trend is justified by the fact that criminality conducts have evolved and today’s public policing necessitates learning diverse skills like organized problem solving which were not included in the conventional policing learning and they need even more time (NIJ, 2004). It is reported that about three-quarter of the trainees acquire success throughout training and those that fail are weak in the academic training rather than the physical one. In this context, it is apparent that the vacancies can be filled by the populace that fails by exempting them based on the aspect of knowledge and experience in related fields rather than getting rid of the candidates with the potential to keep the agencies running (NIJ, 2004). Both the big and that small agency are experiencing consistent challenges in their attempt to retain officers. The vacancies gaps are mainly fueled more by retirees and the withdrawal of the participants within 5 or fewer years of operation to other more productive and for increased monetary value (NIJ, 2004). The selection of these candidates is therefore based on their academic, field, experience as well as knowledge performance in general.

I would recommend that in improving the selection, recruitment, and retention of the competent officers there are several approaches that can be applied. In that, it is appropriate to select the officers on the grounds of academic performance but this aspect can be lowered to incorporate those that have adequate exposure, experience, and field training success into the agencies (Messinger, Becker & Simon, 2016). In that the academic qualifications to attract more of the applicants whose education is not particularly high but is essential in public policing. In addition, based on the current economic development there is a need to rise payments and welfare benefits for the officers to discourage them from moving into other well-paying sectors. Payment is not only essential in motivating individuals but it can also create job satisfaction which can, in turn, hinder withdrawal (Messinger, Becker & Simon, 2016). In addition, it is essential to recruit the candidates that possess appropriate community policing features. In that, the recruitment should not be based on academic and physical skills but also the capability of the officers to relate with others. On the other hand, consistent job roles changes can be useful in enhancing the general gratification of the officers by focusing on their personal growth and independence (Messinger, Becker & Simon, 2016). More so, career development programs can be utilized to change the perceptions of the officers and equip them with the necessary skills and knowledge for operation (Messinger, Becker & Simon, 2016).

Question 2

It is apparent that the article addressed directly to police officers but the same guidelines can be utilized in other criminal justice agencies like the prison but in a slightly different manner. In that, the employment strategy for prison personnel should evaluate on both academic and cognitive strategies rather than focusing more on-field performance (Messinger, Becker & Simon, 2016). Higher academic qualifications are required for criminal personnel in regard to solving existing issues. However, the recruitment approach for a prison officer should mainly concentrate on one’s individuality. The strategy should focus on high training and development to enhance the individual’s skills of solving issues and relating well with others. Prisons are where criminals are placed after sentences and thus there is a need to employ an innovative individual who can focus on the needs of the prisoners and the staffs by implementing efficient and cost-effective measures (Messinger, Becker & Simon, 2016). In other words unlike for police officers who deal with criminals in general prison officers are supposed to have higher academic qualification because they deal with a different segment that is made of criminals.

Question 3

The 21st century is characterized by consistent changes in every aspect of life which has been fueled by knowledge increment and the development of the internet. Criminal operations have not been excluded from this changes given that the use of technology and internet research has created more equipped criminals. It is apparent that so much change has been experienced since the year 2004 up to now which accounts for about 13 years. The general concepts in regard to the selection, recruitment as well retaining of police officers, in general, are still applicable several aspects have been modified (Hess, Orthmann, LaDue & Bennett, 2012). In that previously, the academic requirement only required college training. Currently, the higher standards of recruiting officers necessitate college degrees (Hess, Orthmann, LaDue & Bennett, 2012). This is a necessity based on the modern needs for technology policing and mitigating the complexity of the law.

In this context, the absence of knowledge of experience in the field related to law enforcement has changed since high levels are required to handle the complexity (NIJ, 2004). There are several developments that have risen since that period that might alter the recruitment approach such as technology, the need to change the perception of the public and law complexity which requires every individual to be protected regardless of their ethnic or socio-economic background. In this case, the recruitment approach should incorporate social characteristics, psychological as well as academic ones in addition to the capacity to use technology in operations. Technology is an essential aspect in the society today and the qualified persons should own adequate knowledge in regard to its use in solving issues (NIJ, 2004).

Lifestyle changes have created more complexity with the legal complexity that gives individuals the power to guard their privileges thus requiring individuals with research potential. There are traits that are not discussed in the article which I personally believed is desirable for new recruits which are social and leadership trait. In that, every recruit should demonstrate a high capability of relating with others and building a strong relationship. This, therefore, shows that better relationships can be built with the large public leading to more positive connections and negative attitudes changes (Hess, Orthmann, LaDue & Bennett, 2012). On the other hand, leadership traits are essential in guiding self and others and ensuring that activities run effectively within teams. This is because public policing is about teams that help in coordinating activities and working towards the success of the organization (Hess, Orthmann, LaDue & Bennett, 2012).

Question 4

The police captain as a leader has a significant role in regard to motivation to play. In that, the officer is responsible for creating the organization within the existing groups by assigning duties clearly and precisely in order to eliminate any kind of confusion (Gaines& Worrall, 2012). In this context, the officers are highly motivated because they are aware of the roles they are to serve. In addition, the captain should be able to identify any existing concerns among the officers and work to fulfilling it. They are also responsible for creating clear communication lines and encouraging teamwork (Gaines& Worrall, 2012). Employees normally work best when they know that their issues have been solved adequately and it is the responsibility of the captain to consistently inspire then to operate well. Stress in most cases leads to low job satisfaction and high turnover which is expensive and affect performance undesirably (Gaines& Worrall, 2012).

There are several ways through which police captains or other leaders can retain good officers such as training, fairness, communication, and recognition (Gaines& Worrall, 2012). In that, officers will be motivated to operate in an agency where there is consistent and inclusive communication which allows them to listen and respond. In addition, practicing fairness result in job satisfaction because every officer feels needed in the organization. Ethics and good performances should also be recognized and rewarded to inspire others to work consistently to achieve similar heights while training is essential in growing knowledge and enhancing the skills required in performing everyday duties (Gaines& Worrall, 2012).

 

 

 

References

Gaines, L. K., & Worrall, J. L. (2012). Police administration. Clifton Park, NY: Delmar/Cengage.

Hess, K. M., Orthmann, C. M. H., LaDue, S. E., & Bennett, W. W. (2012). Management and supervision in law enforcement. Clifton Park, NY: Delmar/Cengage Learning.

Messinger, S. L., Becker, H. S., & Simon, J. (2016). Strategies of control. Quid Pro Books.

NIJ. (2004). Hiring and Keeping Police Officers. U.S. Department of Justice Office of Justice Programs National Institute of Justice. Pp. 1-14.