Training and Development at Abu Dhabi Police Force Headquarters - Research Paper Example

Training and development at Abu Dhabi Police Force Headquarters [Name] [Professor Name] [Course] [Date] Table of Contents Chapter 1 3 1. Introduction 3 1.1 Background of the Study 4 1.2 Purpose of the Study 4 1. 3 Research Questions 5 14. Hypotheses 5 Chapter 2 6 2. Literature Review 6 2.1 Training and Development Program Components 6 2.2 Training and development Program Content 7 2.3 Training and Development Program 8 2.4 Individual Benefits from Training and Development Program 8 Chapter 3 9 3. Methodology 9 3.1 Samples 10 3.2 Study Period 10 3.3 Research Methods 10 3.4 Research Population 11 3.5 Feasibility Study 11 3.6 Survey Instrument 12 3.7 Ethical Concerns 12 Chapter 4 13 4. Findings, Discussions and Conclusion 13 5. References 14 Chapter 1 1. Introduction Abu Dhabi is currently the wealthiest, largest and politically influential emirate in the United Arab Emirates (UAE) Katzman 1). As a Middle East country situated across the Straits of Hormuz Iran, Abu Dhabi has one of the lowest crime rates in UAE. Indeed, current statistics indicate a declining trend in crime rate in the entire UAE (Crime and Society 1; Carlifornia 1). Statistics from the Dubai Security and Traffic Indicator show that crime rate fell significantly between 2011 and 2012 by 37.5 percent. Cases of robberies and thefts fell by 45 percent, physical assault crimes reduced by 13.9 percent while white-collar crimes reduced by 44 percent, compared to 2011 (Al Sadafy 2011; Carlifornia 2012). This reduction in crime rates has been attributed to the existence of an efficient police force. Abu Dhabi Police Force (ADPF) is considered to be the largest police headquarter in the entire UAE. The organizational structure of UAE consists of several directorates and departments. Despite having effective post-police training programs, ADPF lacks an understanding of how to plan the entire training process. Further, cultural issues in the training and development include a bureaucratic environment where it must operate. ADPF also faces an immediate strategic crisis. A number of other factors play critical roles in ensuring improved police efficiency. To sustain this valuable resource, this paper proposes a study on training and development at Abu Dhabi Police Force Headquarters to investigate how ADPF can improve efficiency of its workforce and their job satisfaction (Al-Zaabi, Choudrie and Lebcir 3-5). 1.1 Background of the Study Abu Dhabi Police Force (ADPF) was established in 1957 to ensure that members of the public are well protected and that they abide by the law. Since then, numerous changes have taken place in police structure, recruitment processes and trainings to attain standards enabling the police to handle complex security issues. A case in point is the improvement of the traffic safety in 2010 in Abu Dhabi. Indeed, studies have indicated that following the focus of attention on improving service, education, training and motivation of the ADPF, the crime rate in Abu Dhabi has decreased significantly, compared to other UAE emirates (Tran 6-8). To improve service quality, Abu Dhabi police force has a recruitment policy that permits the organization to recruit any individual capable of improving the organization. Accordingly, ADPF considers applications from civilians of diverse nationalities. This calls for an effective training and development approach (Al-Raisi and Al-Khouri, 117). ADPF is in the process of becoming a model police institution through delivery of first-rate police service. Despite of having effective post-police training programs, ADPF lacks an understanding of how to plan the entire training process. Further, cultural issues in training and development include a bureaucratic environment where it must operate. ADPF also faces an immediate strategic crisis. Despite these, it seeks incremental improvements or transformation into a significantly distinguished entity (Al-Zaabi, Choudrie and Lebcir 3-5). 1.2 Purpose of the Study Security has become a key priority for many country’s agenda, as national security organs find themselves confronted with continual strategic challenges associated to identify ways in which to effectively manage the workforce (Al-Raisi and Al-Khouri, 117). Subsequently, the broad aim of this research is to study the training and development at the Abu Dhabi Police headquarters. The objectives of the study include: Examine the effectiveness of ADPF’s training process. Measure the acquired knowledge and employee of public leadership. Measure the extent of the application of worker skills and knowledge of their work. Measure the institutional performance. Evaluate the effectiveness of the training materials to ensure consistency with the goals of the programs. 1. 3 Research Questions To address and focus on the research problem, it is critical to create research problems in the form of questions. Consequently, the research questions to be used in the study include: a) What are the institutional arrangements for delivery of police post-employment training? b) What institutional arrangements work well? c) What are the benefits for training and development for Abu Dhabi Police Headquarters? d) What are the unintended consequences or disadvantages of the police training program at ADPF? 14. Hypotheses The research questions will be answered using quantitative testing of three hypotheses: H1: Training and developments increases the application of skills and knowledge in practical police work. H2: The training materials used at ADPF headquarters ensures consistency with the goals of the programs of annual training plan. H3: Training and development programs enable employees to attain high levels of satisfaction with their workplace Chapter 2 2. Literature Review 2.1 Training and Development Program Components Employee training and development programs encompasses a range of teaching techniques and schedules aimed at improving the learning environment in order to ensure that workers improve their skills, as well as apply this skills on the job (Jehanzeb & Bashir 244-245). A growing body of researches shows that there is actually no specific method for development of employee training except for particular measurable methods of training (Jehanzeb & Bashir 245; O’Herron and Simonsen 103-106)). Some researchers have also demonstrated that a perfect employee training and development program should be a combination of knowledge, goal setting and career development. In a research by Tunde-Awe (1), it was suggested that organizations need to ensure that their employees are able to learn whenever required. The researcher further commented that the fundamental aim of career planning as a quantity of employee training should not be just to support employees, but rather to think that the employer is financing their career and help to manage various aspects of their lives. Indeed, similar observations were made by O’Herron and Simonsen (103-106), who explained that a major problem suffered by organizations is failure to commit to this practice. Hence, it may make some employees to consider leaving the organization for other vacancies. Jehanzeb and Bashir (245) explained that it is essential to give employees an opportunity to perform their jobs in a better way, and if they need to help the organization, they should be provided with the right training and tools. 2.2 Training and development Program Content Few studies have examined the learning experience of police learners. An early study found that all educational experiences need to ultimately and gradually generate cumulative effect over a specific time period. This implies that all educational experiences at police institutions need to be organized to allow them to complement each other. Tyler (83) suggested that the task of the organization should entail three criteria’s: sequence, continuity and integration. Continuity depicts a vertical integration of major curriculum areas. For instance, a key objective of the police force is to prevent and detect crimes (Swagel and Kenneth 4-6). It therefore becomes essential that police recruits be periodically and gradually exposed to practical and theoretical aspects of training, which may assist them to become ingenious in investigating and preventing crimes. In any type of crime, whether violent or mild, similar kinds of skills have been developed over time to improve the efficiency of the police. Tunde-Awe (5) suggested that in training the police, the content of the courses should be derived from criminology. In addition, there is need to ensure that the order of arrangement of the content is transformed from simple to complex. 2.3 Training and Development Program Globally, different organizations offer training and development programs to their employees to improve their skills and competencies. A cross-section of training programs is developed to align the employee skills to the demands and challenges of the job (Jehanzeb & Bashir 244). Kleiman (18) discussed that the critical components of a worthy workforce lies in training programs designed on orientation, skills management and the operational skills of the workforce. These theories comprise of the underpinning factors for any employee development program. A survey by Kottke (530-533) illustrated that the elements of an effective employee program should include core proficiencies and a proper structure. In this respect, the basic function of the learning theories should be to impart knowledge, creativity, problem solving and cooperation. A separate study by Gebman (103-106) observed that the fundamental goals of employee training and development programs comprise of delivery of the organization’s mission and supporting the employees to learn and practice organizational culture. 2.4 Individual Benefits from Training and Development Program Training and development enables the workforce to learn techniques required in their occupations. In the modern-day workforce, where most applications at work are digitized, employees recognized the need for training to align with the dynamics of technology. Some researchers have also related the desire for training by employees to increase their salaries, esteem and respect (Woody, Handy & Fowler 2-6). An earlier study by Garger (35-40) observed that employees are likely to resent their organizations if they feel that their employers do not care about them. Training and development programs enable employees to attain high levels of satisfaction with their workplace. This is of potential benefit to the organizations loyalty since employee turnover is kept at minimal (Swagel and Kenneth 4-6). Training and development also affects employee behavior and competencies, which results in improved employee performance in addition to other constructive changes. A study by Jehanzeb and Bashir (245) revealed that training has a significant impact on job-related results since practicing tasks psychologically allow employees to develop learned knowledge, capabilities and efficiencies. Chapter 3 3. Methodology To answer the research questions, the proposed research method will mainly involve a case study of Abu Dhabi Police Headquarters. Data collection methods that will be employed include the use of interview questionnaires, documentary analysis and observation ((Mogalakwe 223-226). 3.1 Samples The target group of the study will chiefly involve police officers at ADPF. Although the study will not involve all police officers in Abu Dhabi, the sample will represent the entire police force population. However, those to be exempted from the study will include the subordinates workers at the police headquarters such as clerks and cleaners, as they are not directly involved in police work. 3.2 Study Period Data collection period will take 21 days. The questionnaires will be distributed in the first week. The participants will be allowed to answer the questionnaires for two weeks. In the third week, the questionnaires will be collected. 3.3 Research Methods The study is expected to take place in two phases: In the first stage, a cross-sectional survey will be conducted at ADPH headquarters after the police administration approves the study. Documentary analysis will be carried out to survey the curriculum for post-employment police training. Documents evidencing training programs will also be surveyed to get a perspective on the training program. In the second stage, participants in the study will be identified, selected before a questionnaire is designed. Questionnaires will be handed over to the police officers and trainers. The participation in the study will be voluntary. Further, the questionnaires will remain anonymous. Police officers who choose not to respond to the questionnaires will be recorded to exempt them from assessment compliance ((Mogalakwe 223-226). The answered questionnaires will be collected and the data processes and analyzed using the Microsoft Excel program and the SPSS (Denzin and Lincoln, 2000). 3.4 Research Population The population of the research include active police officers and trainers at the ADPF headquarters. Collection of questionnaires will take the take place after 21 days (in the third week) and will take a week. 3.5 Feasibility Study Given the existence of numerous contraindicating findings on the effectiveness of training and development of the police force, this particular study will center primarily on the investigating whether the existing training programs are effective in promoting skill development of the police force. In that case, the study will test the opinions of the participants in four grouping. The issues encountered in using the existing training programs; Their perception whether the training programs are actually effective; Their rate of agreement whether changes are necessary in the training programs. The importance they place on training and development 3.6 Survey Instrument The study will use questionnaires are instruments of study. The study will also use documentary analysis. Documentary analysis and questionnaire instruments have extensive applicability. On joint application, they can gather information on behavior, characteristics, conditions of work, their performance and activities ((Mogalakwe 223-226). 3.7 Ethical Concerns Since organizations have their own traditions, principles and cultures, this study proposes to respect them during the study. First, the researcher will seek permission to conduct research at the police headquarters from the police administration. The researcher will also seek permission of the participants before issuing them with questionnaires. The researcher will also accord the participants right of consent. In this respect, before they are issued with questionnaires, the researcher will clarify what the research entails, the significance and extent of the study, how the data will be treated and used as well as their freedom to withdraw from participation in the research. The researcher will also ensure that participants are protected from any undue physical or emotional harm. In this regard, the researcher will only use questions that do not hurt the feelings of the participants. Embarrassing questions will also be avoided. Additionally, the participants will be allowed adequate time to answer the questions at their own will. The researcher also seeks to remain objective throughout the study. All personal biases, prejudices and opinions will be avoided (Mogalakwe 223-226). Chapter 4 4. Findings, Discussions and Conclusion The findings of the study are expected to help in improving training and development of training at Abu Dhabi and how to plan the entire training process. The findings are also expected to be applied in developing the multidisciplinary and multi-modal strategies to improve police performance and efficiency in Abu Dhabi. The findings will also offer an insight into further researches on the state of police training in Abu Dhabi and what motivates their efficiency. 5. References Al Sadafy, M. Crime rate in Dubai declines significantly. Emirates 247, 2011. 26 Nov 2013, Al-Zaabi, Hassan, Choudrie, J & Lebcir, M. Adoption And Use Of E-Government Services In The Abu Dhabi Police Force: A Qualitative Study. University of Hertfordshire: Hertfordshire, 2012. Al-Raisi, Ahmad & Al-Khouri, Ali. "Iris recognition and the challenge of homeland and border control security in UAE." Telematics and Informatics 25 (2008): 117–132 Carlifornia. Dubai Police Efforts See Big Drop in Crimes in First Half of 2012, 2012. 26 Nov 2013, Crime and Society. Comparative criminology tour of the world: United Arab Emirates, 2013. 26 Nov 2013, Garger, E. "Goodbye training, hello learning." Workforce, 78. 11 (1999) 35-42. Gerbman, R. “Corporate Universities 101.” HR Magazine, 45.2 (2000): 101-106. Katzman, Kenneth. The United Arab Emirates (UAE): Issues for U.S. Policy. Congressional Research Service, 2013. 26 Nov 2013, Kleiman, Mel. "What happens if you don’t train them and they stay?" Occupational Health and Safety, 69.1 (2000) 18, 70 Kottke, J. "Corporate universities: Lessons in building a world-class work force (revised)." Personnel Psychology, 52 (1999): 530-533. Mogalakwe, Monageng. "The Use of Documentary Research Methods in Social Research." African Sociological Review, 10.1 (2006): 221-230. O’Herron, P., and Simonsen, P. “Career development gets a charge at Sears Credit.” Personnel Journal, 74.5 (1995): 103-106 Tran, Véronique. “The role of the emotional climate in learning organisations.” The Learning Organisation, 5 (1998): 99-103 Tunde-Awe, B. "Proposing A Curriculum For The Nigerian Police Force." Ilorin Journal of Education 1.2 (2005): 1-8 Woody, Dee, Tanya Handy & Julie Fowler. Training & Development Proposal, 2003. 26 Nov 2013, Swagel, Phillip & Troske, Kenneth. Training:  A Targeted Policy Proposal. University of Kentucky: Kentucky, 2011.  Read More