The paper "Western Australia Police Force " is a great example of a management case study. The significance of successful recruitment and selection practices as mentioned by Tabassum (2011, 56) cannot be exaggerated, irrespective of the level involved. Hapless recruitment and selection policies lead to promotion or hiring of persons who are poor in communication, in exercising discretion, or in carrying out various functions needed by law enforcement. Recruitment is the procedure of recognizing that the organization has to hire a person until when the forms of application arrive at the organization (Kumar and Garg 2010, 328).
Selection, on the other hand, entails the processes of choosing from applicants the most appropriate candidate. So, recruiting persons to fill certain posts in an organization can be performed either internally or externally. Prior to the recruitment process, George and Slabbert (2014, 15) posit that it is imperative to invest a lot of time in collecting information concerning the job nature as well as performing a job analysis of that role. In this case study, the internal and external factors that have an impact on the recruitment and selection issues within the Western Australia Police Force will be critically analyzed, and recommendations to manage the discussed challenges will be presented. 2.0 Western Australia Police Force At WAP, they have implemented controls so as to make sure that the agency has the most appropriate individuals for low enforcement.
The controls include selecting the top candidates during the process of recruitment, permitting only competent officers to graduate after Academy training, in addition to permitting only acceptable standard officers to finish probation. Still, WAP has failed to effectively utilize these controls in identifying individuals who are unable to meet the demands of being a police officer as well as to reduce the threat of poorly trained recruits graduating to full operational officers.
Amongst the recruits, almost none have been eliminated during probation or Academy training, and this can be evidenced by the fact that in the last five years just one recruit has been sent home from the Academy (OAG-Western Australia 2012, 18). Without a doubt, this increases pressure on the WAP’ s process of recruitment and selection, given that the present process is proving to be unreliable in selecting appropriate candidates.
According to OAG-Western Australia (2012, 8), WAP recruitment and training is a response to erosion in its labor force as well as the set governmental requirements to increase police officers available in every state. For instance, the government needed WAP by 2013-14 to have increased the number of its police officers by 500. Hitherto, WAP has only achieved its interim targets and is yet to meet the government target, because of low application rates. For that reason, WAP is at the moment searching for an optional recruitment alternative, which involves restoring its abroad recruitment strategy in order to boost its application pool.
Basically, WAP’ s ability to deliver officers for general duties depends heavily on the selection of the appropriate candidate considering that for the last three years; only a few recruits have been eliminated from WAP after being selected for Academy training. Specifically, more than 2000 recruits have been trained in the last five years and only 12 were removed. WAP as mentioned in OAG-Western Australia (2012, 14) report utilizes its 1987 ‘ 22 dimensions of a police officer’ as the selection basis for appropriate police recruits (OAG-Western Australia 2012, 14).
The 22 dimensions consist of wider features like written communication, personal impact, adherence to authority, in addition to endurance. Since 1987 it is evident that the problems, as well as the environment faced by police, have revolutionized, and WAP has been reluctant to review the significance and utilization of the 22 dimensions.
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