To find out the views of Station Commissioners and trainees, a communication survey was conducted in all police stations in the Pretoria area. It also gives the historical background of the SAPS and how the South African government is structured.
The Government
This fits in with Klockars' (1985) definition of the police and confirms the difficulty in separating the police and the state. Both the Secretariat and the ICD are important to the SAPS because of the challenge of improving the image of a police officer in the eyes of the majority of the South African community.
Policing within the Public Sector
The SAPS Act gives powers to the National Commissioner of Police to set training and certification standards for Metropolitan and Traffic Police. The SAPS was established in 1994 by the South African Police Service Act (68 of 1995), corresponding to the new political dispensation.
The Problem Statement for the Study
Such an event, however significant, leads to waste for the organization and amounts to a 'training for training's sake' trap. To gain more insight into the 'transfer of training' problem, a comprehensive study of the process from the pre-training phase to the actual training and the post-training phase may be required.
The Rationale for the Study
Instead, another alternative learning strategy should be on-the-job learning to save time and other resources. Other aspects of individual plans will be addressed using learning strategies such as coaching, mentoring and other on-the-job training methods.
The Structure of the Dissertation
The competence profile of the Station Commissioner will be affected by all the above developments in the near future. After exploring their perceptions of current OIT programs and issues, this study will suggest possible training interventions for station commissioners that could enable them to master this area of competence.
Conclusion
Introduction
Models of Human Resource Management
Vaughan (1994) places the commitment-based and the control-based models of human resources at two extremes. Swanepoel et at (1998), Cascio (1991) locate training and development within the broader human resource management system.
Adult Learning Principles
Therefore, managers and subordinates were asked for their opinions on off-the-job and on-the-job training. The convenience of on-the-job training normally distracts from the disadvantages that are not easily identified.
The Concept of Organisational Climate
Organizational climate is a relatively stable quality of the internal environment of an organization, which: The questions on the instrument were adapted to suit the Station Commissioners and trainees and the needs of the organisation. One of the recommendations made regarding the training and development of Middle Managers in the SAPS was geared towards empowering them on how to handle Structured On-the-Job Training.
A qualitative analysis revealed that the majority of respondents learned more from supervisors on the job on an informal basis. This indicates the lack of the structured nature of on-t}:le-job training in the SAPS. The results of this study showed that the station commissioners embraced the fact that the application of ideas gained from training depends on the support provided by the environment in which one operates.
This meant that Station Commissioners played a minimal role in the training projects at their stations.
RESEARCH DESIGN AND METHODOLOGY
Information about the Sample
The ranking achieved by a station commissioner depends on the size of the station in terms of scope of control and the population density served by the station. As for human resource management, training and development or training planning, these activities are the responsibility of the station commissioner. As the SAPS is established as a national agency, structurally above the Station Commissioner are the Zonal Commissioner and the Zonal Heads of Specialized Units operating over a wider geographical area.
This member is said to have attended one of SAPS's further training courses in the past twelve months. Each of the members of the subsample would be under the command or direction of one of the respondents in the main sample. The packages were collected and returned to the Training Division investigator's office.
The purpose of the study was primarily focused on the views of station commissioners and training beneficiaries on the methods used in the SAPS.
Measuring Instruments
Rather than simply collecting views from the 28 Station Commissioners and summarizing them in a report, the researcher tested these views against the organizational climate felt by the Station Commissioners and trainees. Clearly, if perceptions of organizational climate are poor, off-the-job training might be preferable to on-the-job training. The above elements were used for both off- and structured workplace training instruments and were placed in random order on the questionnaire.
The ORGCLIM instrument used in this study is a modified version of the Likert & Likert (1976) scale. 2 People can talk to management 11 Decisions at this station are mostly related to problems in their jobs. Because of this, the results depended on what station commissioners and trainees thought about off- and on-the-job training.
There was no pre-ordained answer that one can check whether the station commissioners and trainees centers on it.
Limitations of the Study
Because this study concerns training methods, respondents would not easily separate the survey from the returns that the training department regularly demands. The collection and delivery point for the questionnaires was an office in the Training Department.
Introduction
Questionnaire Returns
The reasons for this tendency can be attributed to many factors, one of which is the English language proficiency of the respondents. Most of the station commissioners were at the rank of supervisor (50%), while in the trainee group 70% were at the rank of inspector. It is expected that most of the station commissioners will be in the ranks, but the group of trainees will be the opposite.
All races were at least represented by each in the Station Commissioner's group, while the Trainees' group had no Coloreds and Indians. Eight (8) Africans against ten (10) whites in the station commissioner's group and eleven (11) Africans against nine (9) whites in the student group. The Trainees group had 6 respondents in the range of 20-30 years against only one (1) Station Commissioner in that range.
The highest educational qualification was an Honors degree from the Station Commissioners group with three (3) individuals achieving Matric.
Information About The Station
This may have skewed the trainees' and station commissioners' perceptions of the preference for training rather than off-the-job. Fifty-five percent (55%) of the station commissioners and sixty percent (60%) of the trainees had not themselves been involved as trainers. Fourth, the questionnaire provided an estimate of how much of the training received was training outside of the job at the station in the past year.
The situation was balanced because 25% of the stations had 80% or more and 35% of the stations had less than 10% off-the-job training as shown in the table below. Shows the presence of field training officers at a station less off-the-job training or not. The relationship was such that stations that used off-the-job training a lot had fewer field training officers and vice versa.
At the same time, with less than 10% of off-the-job training, these stations had the largest number of field training officers.
Off- and On-the-job Training
A total of 70% of Station Commissioners agreed that "Training abroad is expensive in terms of time and money". When asked the same question about structured on-the-job training, 80% of Station commissioners said SOJT is not expensive. This may imply that the Station Commissioners are in favor of structured on-the-job training.
In terms of motivation, 65% agree that members are motivated when off-the-job training is used. When asked the same question about structured training in the workplace, 60% of them also agree. An overwhelming number (85%) of station marshals believed that structured on-the-job training was practical and a relevant method.
The majority (80%) agreed that structured on-the-job training is practical and relevant.
Conclusion
Only forty (40%) of the trainees agreed with the statement that they accepted communication from management with confidence, while sixty percent (65%) of the Station Commissioners agreed. This chapter concludes all study activities and presents suggestions regarding the research topic. The aim of the project was to obtain the views of Station Commissioners on current training methods and to hear their views on structured on-the-job training in the Pretoria Area.
Given that both groups prioritized on-the-job training, it is imperative to address the problems of the organizational climate of leadership and, to a lesser extent, motivation and communication. A more detailed review of the SAPS education, training and development strategy is required. It is therefore necessary to recognize the turbulent environment in which station commissioners operate and provide them with support in effective people management.
Station Commissioners have offered their views on what can be done to make off-site and on-the-job training a success.
Police Training and Adult Education
There are several In-service Training Colleges that offer off-the-job training to serving members. The results of this study revealed that both off- and structured training methods in the workplace are necessary. For structured training to be institutionalized in the workplace, many actions need to be taken.
1995) Structured On-the-Job Training: Unveiling Employee Expertise in the Workplace, San Francisco: Berrett-Koehler Publishers. Off-the-job training leads to non-productivity because the trainee and trainer stop doing the job 16. Structured on-the-job training leads to non-productivity because the trainee and trainer stop doing their job.
Structured on-the-job training should be mainly for the unskilled members of the SAPS. This questionnaire asks you how you feel about Off- and On-the-Job Training and the organizational climate at your station. 16. Members are motivated to learn Strongly Agree Neither Strongly when Off-the-Job Training is used Agree Agree or Disagree Disagree.
BASIC TRAINING CURRICULUM
PLACE
