Essays on Police Development and Centre of Excellence - Australian Federal Policy Case Study

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The paper 'Police Development and Centre of Excellence - Australian Federal Policy " is a good example of a management case study. From the analysis of the Australian Federal Police (AFP) and the ACT, is has been established that despite the fact the organizations have done tremendous work in delivering protection and other security services to the community, there are some underlying challenges that need to be addressed. This is particularly from the aspect of Strategic Human Resource Management. For instance, AFP does spend a lot of financial resources in the training and development programmes in order to make their workforce more competitive in discharging their duties to the people of Australia.

Apart from this, it has been found that innovation in employee training and development and succession plan in ACT remain thorny issues that need to be addressed if the organization is to be effective and efficient in discharging its duties. It is for this reason that the project of starting a Police Deployment and Centre of Excellence has been proposed. Part A: The Project Description Name of the Project: The project to be initiated is called the Police Deployment and Centre of Excellence. The goal of the Project: The aim of the project is to help the AFP to carry out a regular study of the policy operations with the aim of understating how the capacity of its officers of serving the public can be enhanced.

In simple terms, the project is actually a research centre that both study and evaluates the performance of both the AFP and ACT and make recommendations on the required training needs and performance standards. Manager: The project will be managed by a professional who has a wide experience and knowledge about police operations.

The preference should be given to an external manager. This is to ensure that any study and recommendations made about the operations of AFP are not biased in any way. Group members: For the sake of accountability, transparency and support, different groups will be allowed to take part in the project implementation. Among the member groups to take part in the project are the public representatives, the civil rights activities, the government representatives and the business community among others as shown in the diagram below: Diagram 1: Project model showing the different people and process that will be affected Period: The project should exist as long as the AFP exists.

This is because the demands of the public continue to change and therefore the need to continue with regular studies to determine the best police training and development programmes that are effective. Justification The demands for the AFP to be more effective will continue to emerge. This is because more crimes such as drug and human trafficking, smuggling of arms, terrorism and money laundering among others will continue to emerge and even in a more complex form that requires high proficiency from the AFP to be able to solve them.

The project in this case, therefore, will help carry out extensive research on the best mechanisms that the police can address them. This is because apart from recommending the employee training and development areas, the centre will also promote investigation and intelligent data access (O’ Brien, 2008).

References

ACT Policing 2012, Human Resources, viewed 10 April 2014, http://www.police.act.gov.au/about-us/structure-and-portfolios/human-resources.aspx

ACT Policing 2012a, Recruit training, viewed 10 April 2014, http://www.afp.gov.au/jobs/recruit-training.aspx

Kramar, R., Bartram, T., Cieri, H., Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. 2011. Human Resource Management in Australia, McGraw-Hill Australia, North Ryde, NSW.

Noe, R. A. & Winkler, C., 2012. Training & Development. 2nd ed. s.l.:McGraw-Hill Education (Australia) Pty Ltd.

O’Brien, N. 2008, AFP training program gets results, viewed 10 April 2014, http://www.securitymanagement.com.au/articles/afp-training-program-gets-results- 27.html.

Phillips, J. & Gully, S., 2014, Strategic staffing. 2nd ed. s.l.:Pearson Education Limited.

Tung, R. L. 2006, Managing cross-national and intra-national diversity. Human Resource Management , 461–477.

Iverson, R. D. and Zatzick, D. 2007, High commitment work practices and downsizing harshness in Australian Workplaces. Industrial Relations, 46(3): 456–80.

Zatzick, C. and Iverson, R. D. 2006, High-involvement management and workforce reduction: competitive advantage or disadvantage? Academy of Management Journal, 49: 281–303.

Appendix: Impact Analysis of operation procedure/process on

Dept: Position: # of Employees

Aspects of Impact Changes Yes/No Description of Changes

Before After

Superior Yes Most of the superior positions are not market oriented Superior positions to be created based on the need.

Work unit yes There are several units most of which are not effective Integrating some of the units in AFP.

Work location yes Fixed work locations Spread of work locations

Responsibility Yes A few individuals are responsible Every member in AFP will be responsible of his actions

Required competency yes There is no creativity and innovation in training. Enhance creativity in employee training and development to enhance their competencies.

Performance std yes Performance standards are generalized Performance standards will be individual based.

Salary

• Fixed no

• variable Yes Salary fixed for all ranks in the AFP and ACT. Salary will vary based on role and individual input.

Job support Yes No clear guidelines on how both the staff and their families are supported. Support of all police officers and their families.

others NO

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