The perception of the impact of the new rank structure by ...

THE PERCEPTION OF THE IMPACT OF THE NEW RANK STRUCTURE BY

A SAMPLE OF POLICE MEMBERS IN SOWETO

By:

MAPHUTI JULIA THEPA

Dissertation submitted in partial fulfilment of the requirements for the degree

MPHIL IN LABOUR LAW AND EMPLOYMENT RELATIONS

at the

RAND AFRIKAANS UNIVERSITY

Supervisor : Prof W. Backer

January 2002

ABSTRACT

The South African Police Service was formed in 1913 to realise the maintenance of Law

and Order and hierarchies. As a result the SAPS lacked the credibility and legitimacy in

the eyes of the majority of South Africans

The Police Force was associated with the abuse of human rights. When the Government

of national unity assumed power in 1994, they decided there was a need to restructure the

service. One of the post-1994 Government's foremost tasks was to transform the Public

Service into an efficient and effective instrument capable of delivering equitable services

to all citizens. This necessitated that structures, management style, approaches and

practices be redesigned.

Restructuring the SAPS was one of the processes of transforming the service to restore

the credibility and legitimacy.

It is nearly seven years since the new structure was introduced. The purpose of the

research is to uncover challenges brought by the new structure.

An assessment of the effect of such restructuring is necessary in order to ensure that the

change of direction is appropriate. It is time for the SAPS to take stock.

The main findings of the research are that, the new SAPS rank structure is conducive for

the effective delivery of service as well as appropriate to achieve the Mission and Vision

of the SAPS.

The fmdings, however, revealed that the new SAPS lacked discipline. Because members

are not disciplined, the community does not respect police officers like before. Again,

with the new ranks juniors do not respect seniors like previously.

The attitude study revealed that, although a large number of members were satisfied with

the fact that they were promoted, serious dissatisfaction was caused by the system of

promotion, in which the rank system undoubtedly had a major role.

An assumption that SAPS employees are not happy has been proven to be true. It has

generally been indicated that they were happier with the previous structure than the

present one. Some of their happiness was related to facilities that were now available,

achievements, recognition and advancement. The dissatisfaction brought about by the

new structure was related to policies, management style and administration, promotions

system, advancement, supervision, security, wages, as well as relationships with fellow

employees.

Among the recommendations, the main one was that members of the SAPS need to

recommit themselves in order to achieve a safe and secure environment for all the people

of South Africa with dignity to render a responsible and effective service of high quality

and continuous strive towards improving the Service.

[Signature]

Date. I b 2e) 0Z.

DECLARATION

I certify that this dissertation on an assessment of the impact on the South African Police

Service's rank structure on employment relations is a product of my own unaided effort,

and I have endeavoured to list references on the work done by others who have been

quoted herein.

TABLE OF CONTENTS

Title Page 1

Abstract Page 2-3

Declaration Page 4

Table of contents -8

List of figures Page 9

List of tables Page 9

Acknowledgements Page 10

Dedication Page 11

Acronyms Page 12

CHAPTER 1: BACKGROUND AND OVERVIEW

Introduction Page 13

Background of the Study Page 13

Problem identification Page 14

Goals and Objectives of Research Page 14

Value and Significance of the Study Page 14

Research Methodology Page 15

6.1. Evaluative/Exploratory Research Page 15

6.2. Research Approach Page 16

6.3. Research Design Page 16

6.4. Data Collection Page 16

6.5. Data Analysis Page 17

Limitations of Research Page 18

Structure of the Report Page 19

Page 5

CHAPTER 2: LITERATURE REVIEW


Historical Background Page 20-22

Transformation in organisations Page 24

Transformation Framework Page 26

4.1. A Model of Business Transformation Page 26

Transformation in the South African Police Service (SAPS) Page 27

5.1. SAPS Vision Page 28

5.2. SAPS Mission Page 28

5.3. SAPS Transformation Priorities Page 29

Service Delivery Page 30

6.1. South African Police Rank Structure Page 30-34

6.2. Organisational Structures Page 34-36

6.3. Effective Organisations Page 37

Training and Empowerment Page 38

7.1. Empowerment Page 38

7.2. Employee Participation Page 39

7.3. Effective Communications Page 40

People Orientated Approach to Personnel Page 42

8.1. Relationships in Employment Page 42

8.2. Employment Contract Page 43

8.3. Motivation Page 44

8.4. Motivation Theories Maslow's hierarchy Motivation Hygiene Theory

Page 44-45

8.5. Job Satisfaction Page 45

8.6. Organizational stress Page 46

9. Conclusion Page 48

CHAPTER 3: PRESENTATION OF RESULTS


Investigation Page 49

Methods of Data Collection Page 49

Quantitative Data Page 49

Qualitative Data Page 50

Population Page 50

Sampling Page 50

7.1. Sampling Techniques Page 51

7.2. Distribution of Questionnaires Page 51

Results Page 51

8.1. Presentation of Background Information Page 52-54

8.2. Presentation of each Dimension Page 54-62

8.3. Presentation of Open-ended Questions Page 62-66

Conclusion Page 67

INTERPRETATION AND ANALYSIS OF DATA


Interpretation of Background Information Page 68-69

Interpretation of Each Dimension 0

3.1. Transformation Page 70

3.2. Rank Structure Page 70-72

3.3. Communications and Information Management Page 72

3.4. Morale and People Management Page 73-75

3.5. Management style, Participation and Teamwork Page 75

3.6. Training and Empowerment Page 76

Analysis of Open-Ended Questions Page 77

4.1. Question 1 Page 77

Page 7



Discussion of Incidents 0

Conclusion Page 84

CHAPTER 4: CONCLUSION AND RECOMMENDATIONS


Goals and Objectives of Research Page 85

Assumption Page 86

Conclusion Page 86-87

Recommendations from each Dimension Page 88-97

Closing Page 97

REFERENCES

98-104

ANNEXURE 1: Questionnaire for SAPS members

Page 8

LIST OF FIGURES

Figure: 1 Model of Transformation Page 26

Figure: 2 SAPS New Structure Page 30

Figure: 3 SAPS Old Structure Page 31

Figure: 4 SAPS Soweto Area Structure Page 34

Figure: 5 World Class vs. Ordinary Structure Page 35

Figure: 6 Maslow's hierarchy of needs Page 44

Figure: 7 Responses per rank Page 52

Figure: 8 Responses per period of service Page 52

Figure: 9 Responses per age Page 52

Figure: 10 Responses per gender Page 53

Figure: 11 Responses per race Page 53

Figure: 12 Responses per union affiliation Page 53

Figure: 13 Responses per home language. Page 54

LIST OF TABLES

Table 1: Empowerment Process Page 38

Table 2: Symptoms Of Organisational Burnout Page 47

Table 3: Dissatisfaction and Satisfaction Factors Page 65

Table 4: Dissatisfaction and Satisfaction Frequencies. Page 66

ACKNOWLEDGEMENTS

With the completion of the research, I would like to give recognition to the following

people:

My supervisor, Professor W.L Backer for his guidance throughout the research

process.

Mr Mark Isserow for his assistance in the analysis of the data.

My head of Department, Ms Ayanda Dlodlo - her support and advice was an

inspiration to me.

My friend and colleague, Amanda Matiwane, for assisting with the formatting of the

report. Without her assistance my work would have been much more difficult

My colleague, Mr Vuyani Mpofu, for his guidance, encouragement and enthusiasm.

Area commissioner Soweto, I am grateful that he allowed me to do the research in his

Soweto Area. I hope it will be found worthwhile.

Supt Niker, who assisted in distributing and collecting questionnaires.

All those members of the South African Police Service (SAPS) who graciously

contributed their time and ideas to the research.

DEDICATIONS

This dissertation is fully dedicated to my friend, Martin Mcunu, for his patience and

loving assistance; for standing by me patiently and supporting me through two years of

hard work.

My parents, Joyce Kwena Thepa and Michel Sefomole Thepa, their support and

encouragement, their taking care of my young daughter, Dimpho Lwandile Mcunu,

during my years of study.

ACRONYMS

SAPS South African Police Service

POPCRU Police and Prisons Civil Rights Union

SAPU South African Police Union

DPSA Department of Public Service and

Administration

ISS Institute of Security Studies

CHAPTER 1:

PRESENTATION OF BACKGROUND AND OVERVIEW

INTRODUCTION

This chapter attempts to give an overview of the research by providing the

background, value of the research, identify the problem, highlight the goals and

objective of the research as well as the research methodology.

BACKGROUND OF THE STUDY

The socio-political reforms that took place from 1994 necessitated a new vision for

Policing in South Africa.

The original bureaucratic Police Force with hierarchical command and central control

structure, downward one-way communication in the form of orders, inflexible

inferiority/superiority on the ground of rank, became less relevant with a move from

the Police Force to Police Service.

Part of the reform related to policies, management styles and rank structure as part of

the re-engineering and re-invention of Policing in South Africa, etc. The new rank

structure was introduced as fundamental to the foundation of the new strategy.

This was done with the alignment of the white paper on Transformation of the Public

Service to enable the SAPS to achieve its vision of creating a safe and secure

environment for all people in South Africa. The new rank structure was one of the

key emphases towards a shift from the force that maintains law and order as an

effective, accountable service.

The study will therefor look at the impact of such an intervention (rank structure).

Concepts that will be closely looked into to describe the employment relations are

Communication, Morale, Management style and Employee Participation.

PROBLEM IDENTIFICATION

The SAPS has been in the process of transformation for almost seven years. Part of

the transformation in the organization has been the structural redesign. The

effectiveness of such a process will be closely looked at during the research.

The key question then becomes whether the SAPS' new rank structure has been

effective?

GOALS AND OBJECTIVES OF THE RESEARCH

The research would explore the new rank structure that has been implemented

and the challenges brought about by the new structure will be uncovered.

The research will investigate the perception of the new rank structure by South

African Police members.

The research will evaluate the effectiveness of the new rank structure.

5. VALUE AND SIGNIFICANCE OF THE STUDY

I have been employed in the field of Safety and Security from 1994 to date. A need

to ascertain the impact of the new rank structure cannot be over emphasized. I am

becoming increasingly curious about the transformational interventions either

through policies or procedures that are being developed and implemented.

The research is not going to be a witch-hunt or daunting task. It will assist in the

process of enhancing organizational performance. It will provide the framework for

practice orientation.

Though it might not directly improve organizational performance per se it will

ensure that other elements of the interventions, e.g. change management, interact in

a meaningful way. Because of the research, management would increase the

knowledge and understanding of what workers need to remain committed to an

organization.

The research will also give an understanding of the impact on the rank structure on

organizational value and productivity. The results of the research will be linked to

the strategic intend, to develop practices that meet the needs of workers thereby

improving the retention of SAPS employees.

Personally the research on its own as well as the subject of concern will enhance

personal and professional growth and development.

6. RESEARCH METHODOLOGY

6.1. Evaluative/Exploratory research

To be able to establish the impact of the SAPS rank structure, evaluation and

exploratory research will be more appropriate to determine whether SAPS

employees are unhappy, and part of their unhappiness is assumed to be rooted

within their bureaucratic rank structure.

Therefore evaluation and exploratory research will involve a systematic r-1

exploration and investigation of the impact of the rank structure.

6.2. Research Approach

A quantitative approach will be used in the study because it will be more

appropriate to explore cause/effect of circumstances. The impact of the new

rank structure will be investigated, thereby either confirming the hypothesis or

rejecting it.

6.3. Research Design

This is how the research was conducted as a scientific enquiry for an impact

assessment (Babbie, E 1995:83).

Finalize the topic with the course leader Professor Backer.

Define concepts and constructs

Review the literature

Plan the data collection

Research design (collecting data)

Implement the design

Analyze and interpret results

Conclude, criticize, recommend and summarize.

6.4. Data Collection

According to Yin (1994:87), data for case study analysis can come from a

variety of sources, including documents, archival records, interviews, direct

observation, participant observation and physical artifacts. For Kumar the

choice of a method depends upon the purpose of a study, the resources

available and the skills of the researcher (1996:105). Primary data collection

in this research has been largely drawn from responses to questionnaires,

while secondary data was collected from books and records.

6.5. Data Analysis

Different approaches were used in the analysis of the data obtained. In the

literature review data was analyzed as it was collected so that what was

learned could be applied and further investigated in the situation.

In closed-ended questions data collected was analyzed using a Statistical

Package for Social Sciences (SPSS) as a statistical management system. It

enables one to analyse uni and multi variance data e.g. frequencies.

In open-ended questionnaires from 1-3, the data collected was analysed by

counting the frequencies of the responses.

In addition, in open-ended questionnaires from 4a,4b,5a,5b data was analysed

in terms of the Herzberg Motivation Hygiene Theory.

The research was conducted in the Policing Area Soweto. Data was collected

through self-administered questionnaires of which 400 questionnaires were

distributed to all stations in the Area. Questionnaires were dropped at all

stations and collected after a week. Of the 400 previously distributed, 312

were received and 88 were found to be spoilt, either photocopied,

incompletely filled in, or one answer was given throughout. A total of 218

responses were coded and analysed. All stations and units were represented,

the largest number coming from Diepkloof (11%) and the smallest number

being Doronkop (3%).

There was an additional category of responses where the origins could not be

traced (33%). This unknown category could have been either from members

who did not want to be identified or those who forgot to tick their stations.

Firstly, the presentation will be on the background information. These will include

figures indicating responses according to rank, period of service, age, gender, race,

union affiliation, and language.

Secondly, responses obtained from the dimensions will be presented. Each

dimension will be looked at in terms of the number of responses who agreed, those

who were undecided and others who disagreed. It is important to note that those

who completely agree were counted with those who agree. Similarly, those who

completely disagree were counted with those who disagree. The implication

therefore is that no responses were shown in terms of 'completely agree' and

`completely disagree'.

Thirdly, the frequencies of the responses from open-ended questions will be

presented.

7. LIMITATIONS OF THE RESEARCH

The research focused exclusively on what is done by SAPS employees, Area Soweto.

This imposes the following limitations.

Stakeholders who work directly with the SAPS -,including the Department of

Correctional Service, Department of Justice and Department of Health and Local

Government - were not interviewed. As stakeholders their responses would have

added more flesh to the findings.

Again the community perception would have added flesh and blood to the fmdings as

primary stakeholders.

Further limitations include:

• The questionnaires were implemented in English only. Due to the cost and time

constraints on the study, it was simply not possible to have the questionnaires

translated into all the official languages.

The findings were broadly representative of all official languages except the Ndebele

speaking group. Therefore it is possible that respondents might have had a different

understanding of words because of the language constraint.

• Questionnaires were dropped and collected from stations. Therefore the

researcher had little control over whether the questionnaires were completed by

groups or as individuals.

8. STRUCTURE OF THE REPORT.

Chapter 1: Thus far in the research report, the background to the research has been

discussed, and the research problem defined. Goals and Objectives have been

identified as well as the research methodology. Limitations of the research have

also been covered.

Chapter 2: This provides an overview of the relevant literature. The chapter

describes the history and structure of SAPS before and after restructuring. An

overview of key areas such as Transformation, SAPS structure, Training and

Empowerment, Communications, Motivation, Job satisfaction was briefly discussed.

Chapter 3: contains the investigation of the problem, the method that was used, as

well as the sampling. The results are presented and analysed.

Chapter 6: draws the conclusion and therefore recommends action that could be

taken to remedy inadequacies and inefficiencies.

CHAPTER 2

LITERATURE REVIEW

INTRODUCTION

According to Bell, J (1993:33) any investigation, whatever the scale, will involve

reading what other people have written about your area of interest, gathering

information to support or refute your arguments and writing about your fmdings. In

this study, it seems appropriate to draw and discuss relevant literature, for example on

organizational transformation, organizational structures, training and empowerment,

motivation, as well as job satisfaction.

HISTORICAL BACKGROUND

According to Van Rooyen, H.J.N (1995:2) since 1 April 1913 the South African

Police have developed into a typical bureaucratic institution, established to realize the

maintenance of order by means of routine and rule in the most effective manner.

Prior to 1994, the South African Police Service (SAPS) was known as the South

African Police Force. Law and order was maintained by the use of force.

According to an article by Christo Nel (1994:8) on the challenge of organizational

transformation he states that South Africa has undergone what many view as

something of miraculous political transformation. He goes on to say that at the root

of both struggles lies the challenge of democratisation. Part of the reform relating to

transforming the South African Police Service, is necessary in the field of

management style and organizational structure, which forms part of the reengineering

and re-invention of Policing.

A report of the Institute for Security Studies (IS S), monograph series number 12 on

Policing, the Transformation 1997:5 states that the South African Political Transition

has proved that crime has become one of the key challenges facing the new

government due to public and political pressure. The impression that ANC

government lacked the political will to deal with crime has been replaced by a

growing scepticism about the capabilities of the South African Police Service.

The new Vision and Mission was created after a shift from a Police Force to a Police

Service. Although they were directed to the Public and Private sector entities, the

South African Police Service has not been an exception towards a move to democracy

and principles of improved service.

It is important to mention progress that has been made with regard to transformation

of the South African Police Service as the direct outcome of the socio-political

transformation in the country. Previously the South African Police was divided into

independent states and self-governing territories. At the beginning of the reform, the

interim constitution prescribed the rationalization of 11 Police Forces into one

National Police Service. The transformation was managed into three phases:

Rationalization - to ensure the effective administration at national and provincial

levels as prescribed by the constitution.

Amalgamation - the physical amalgamations of the various existing policing

agencies into one national Policing Agency.

Change - the transformation of the South African Police Service into professional,

representative, efficient and effective, impartial, transparent and accountable service.

The above highlighted phases in terms of rationalization and amalgamation have

since been re-defined in accordance with the White Paper on the Transformation of

the Public Service. Though there is not yet a transformation policy in the SAPS it is

important to note that some kind of transformation has already started and is still

taking place in the Police Service.

3. TRANSFORMATION IN ORGANIZATIONS

According to Dr Conrad Strauss (1998:14) in the magazine, Management today, on

the topic of Transformation: 'not only Political but also Economical states that once a

word has become a political word, it starts to mean different things to different

people.' Absurdly different pictures form in their heads when they hear it and their

reactions reflect this. According to him this has now happened to the word

transformation. It has become freighted with symbolism, but not the same symbolism

for everybody.

The English Pocket Dictionary explains the word, transformation, as making a

considerable change in form, appearance or character. The explanation implies

moving the organization in terms of processes (technological and management

aspects), structure and size (where applicable), policies and procedures, culture, goals,

from the current state of affairs to a future condition that will be in line with the

vision, mission, and objectives of the organization. Transformation is therefore goal-

orientated.

According to Change Management's status report on the Transformation of the South

African Police Service, November 1996:11, transformation is seen as a dynamic,

focused and relatively short-term process, designed fundamentally to reshape the

Public Service for its appointed role in the new dispensation in South Africa. The

report continues to state that transformation is complemented by the process of

reform, considered to be a broader, longer term and ongoing process.

The ongoing process will ensure that the South African Police Service keeps pace

with the challenging needs and the requirements of the domestic and international

environments.

Although I agree that Transformation does indeed complement the process of reform,

I partly agree with the view that it is a short process. Instead I see it parallel with the

processes of reform, which should take place in the changing needs of the internal and

external environments. Ramaite, R (2001:1) summarized the view when he mentioned

that because Transformation is a medium to long term plan we will probably still be

transforming in the year 2010.

My view has also been supported by the presidential review commission on the

Transformation of the South African Public Service 1998:2 of 36 the White Paper on

Transformation of the Public Service (WPTPS) which stressed however, that the

change process need not and should not be based on an oversimplified dichotomy

between radical once-off transformation on the one hand and incremental on the

other. In fact there will be a need to combine transformation in some other areas with

more gradual piecemeal reform in others.

Transformation is about change according to Change Management's status report.

The report states that those change strategies may be directed at procedures, policy,

cultures and behaviour of personnel. As a result of the inter-relationship of the areas,

a change initiative may impact on a number of areas in the Police Organization. This

is the reason why the study was chosen to investigate the perception of the new rank

structure by South African Police Members.

Different expectations, attributes and meanings attached to the word, transformation,

creates fears and uncertainty in a transforming South Africa.

Dr Strauss (1998:14) continues to state that our political leadership needs to guard

this word of ideas born in the suffering of the apartheid era, expressed by the first

democratic government, underwritten by the majority of citizens. He believes that in

that sense it is exactly the right word.

Dr Strauss (1998:14) has highlighted what he thinks should be the architecture for

transformation.

Firstly, though he thinks transformation is a process not an event, he goes on to say

that does not mean it should carry on indefinitely. He suggests that, important as it is,

it must be a defmite one.

Secondly, he suggests that transformation should be organic, not artificial. In his

article he mentions that 'it should be applied in the way that builds on the existing

strengths of organizations rather than in a way that erodes or negates those strengths.'

Thirdly, in the transformation process the concept of merit should be maintained and

strengthened.

To be able to facilitate this fundamental transformation from the Police Force to a

Police Service The South African Government introduced new legislation, regulations

and policies to guide the process not limited to the following:

The Constitution of 1996

The RDP White Paper of 1994

The SAPS Act of 1995

The White Paper on the Transformation of the public Service of 1997

The White Paper on the transformation of the Police Service

The former Minister of public Service and Administration, Minister Zola Skweyiya,

mentioned in the Government Gazette on the White Paper on Transforming the Public

Service in 1997 that access to decent Public Service was no longer a privilege to be

enjoyed by a few. It is now a rightful expectation of all citizens especially those

previously disadvantaged. He continues to state that this is why Public Service is to

be judged rightly by the practical difference people see in their everyday lives.

The White Paper on Transforming the Public Service Delivery is based on eight

National principles referred to as Batho Pele Principles. The principles include

consultation, service standards, access, courtesy, information, openness and

transparency, re-dress and value for money. The purpose of the principles is to

provide a policy framework and a practical implementation strategy for the

transformation of the Public Service delivery.

According to R. Ramaite in the Public Service and Administration newsletter no 3,

Risana 2001: 1 mentioned that internationally, the transformation of the state has

centered on a review of policy, modernization, management reforms, budgeting and

financial management, value for money, value systems and accountability.

These international trends are in line with the Batho Pele Principles. According to

Ramaite, countries have approached transformation in different ways and over time

there has been a significant amount of diffusion in the approaches like

decentralization and less regulation, the devolution of power (breaking government

into business units), to mention a few tendencies.

REVITALISE.

BODY AND

v--- co=c7rol 105

BODY

4. TRANSFORMATION FRAMEWORK

F.J. Gouillart and J.N Kelly (1995:6) share a model for transformation after living a

transformation drama of major global co-operations. They mention in their intro-

ductory remarks that their book is much more than a collection of the best practices in

management. They also explain that their intent is to introduce a new theory of

business: Business Transformation.

Gouillart and Kelly (1995:6) emphasize that their presentation on business

transformation is not a theoretical model based on few new insights and hypothesis

about how firms change. However it is a tried and tested system, a proven and

powerful agent of cooperate evolution in industries ranging from chemicals,

electronics, pharmaceuticals, telecommunications, railways and financial services.

4.1. A MODEL OF BUSINESS TRANSFORMATION

\ 11311=PJEIA/

SPIRIT MIND

FIGURE 1. Gouillart and Kelly 1995:6

Gouillart and Kelly (1995) define transformation as the orchestrated redesign of the

genetic architecture of the corporation, achieved by working simultaneously, although

at different speeds, along the four dimensions which involve Reframing,

Restructuring , Revitalization and Renewal.

Reframing - is the shifting of the company's conception of what it is and what it can

achieve. It opens the co-operate mind and infuses it with new vision.

Restructuring - deals with the need to be lean and fit.

Revitalization - It is about igniting growth by linking the co-operate body to the

environment. Everybody wants to grow, but the sources of growth are often elusive,

making the process of achieving growth more challenging. Revitalization clearly

distinguishes transformation from mere downsizing.

Renewal — This deals with the people side of transformation and with the spirit of the

company.

5. TRANSFORMATION IN SOUTH AFRICAN POLICE SERVICE

The reference on the legislative guidelines had been fully supported by Dr Strauss

(1998:14) in his article when he stated that Government needs to effect

transformation through instruments such as legislation, policy and training.

Public Service guidelines on Transformation was documented in the White Paper on

Transformation of the Public Service, and this has greatly influenced transformation

in the Police Service by the following objectives.

Restructuring and rationalization

Institution building and management

Representivity and affirmative action

Transforming service delivery

Human resource development and training

Promotion of a professional service ethos

Democratizing the workplace

As a result of these reforms a new Vision and Mission was created. This is what

Gouillart and Kelly (1995:7) in their model of business transformation refer to as

reframing, which involves the creation of the new visions.

5.1. SAPS Vision

To create a safe and secure environment for all people in South Africa.

5.2. SAPS Mission

Participating in endeavours to address in the root causes of crime.

Working to prevent any action, which may threaten the safety and

security of communities.

Investigating any action, which has threatened the safety and security of

any community or person, and bringing the perpetrators of this action to

book.

As articulated in a media release in 1994, the Minister of Safety and Security

Sydney F. Mufamadi stated that time has come to formulate a Policing Vision in

keeping with both the letter and spirit of our Constitution.

According to the South African Police Service Transformation document 1996

the following transformation priorities have been articulated.

5.3. Transformation Priorities of the South African Police Service.

Optimising the use of resources to improve service delivery.

Optimising functions, methods and procedures to improve service delivery.

Enhancing representation and equal opportunity.

Evaluation, Training and Development.

Adoption of Community Policing as a style of Policing.

Effective communication and information management.

A people oriented approach to personnel management.

For the purpose of the discussion under the chosen topic, the above priorities will

be grouped together under the following:

A Service delivery

B Training and Development

C Effective communication

D People oriented approach

Provincial Commissioner & Divisional Commissioner

National Commissioner

Deputy National Commissioner

Assistant Commissioner

Senior Superintendent

Captain

Director

Superintendent

Inspector

Sergeant

Constable

6. SERVICE DELIVERY

6.1. SOUTH AFRICAN POLICE SERVICE RANK STRUCTURE

To be able to achieve the above-mentioned transformation Priority a new

organizational rank structure was created. Gouillart and Kelly (1995:7) refer

to the process as restructuring.

FIRGURE: 2 New Rank Structure- South African Police Services

Major- General

Colonel

Lieutenant - Colonel

Major

Captain

Warrant - Officer

Lance - Sergeant

LT- General

Brigadier

Lieutenant

Sergeant

Constable

FIGURE: 3 South African Police Service - Old Rank Structure

When looking at the old structure, it resembles a bloated, fragmented and equitable

nature of the public service. The new structure has been influenced by global trends

towards rightsizing, quality effectiveness and cost-effectiveness in the public service

provision.

The presidential Review Commission Report (1998:2 of 17) states that to transform

the structure and functions of the Governance there is a need for radical change.

By then (1998) the commission discovered that the system of governance in the New

South Africa was in a number of crucial aspects due to not working well in the

transition process. Little was done to remedy the inequality and inefficiency of the

past. Christo Nel (1994:9) in the article, The challenge of organizational

transformation, stated that much less progress seems to be occurring within public

and private sectors. Organizations have been floating within apartheid's ocean of

authoritarianism and bureaucratic hierarchies. They might not have liked being in

that ocean, but simply by being in it they have been inescapably contaminated. They

are all wet.

Part of the commission's recommendations included, among others, providing

effective leadership and management, creating organizational structures appropriate

to new functions, and establishing an appropriate communication strategy internally

and with clients of government.

According to the media statement by the National Commissioner (1995), the new

rank structure differs completely from any of the former Police agencies, both in the

number of rank levels and their designations. This is evident in the above figure

where the number of levels in the old rank structure was fourteen, thereby being

reduced to twelve in the new structure. Again the designations of Major, Warrant

Officer, Colonel, Brigadier and General have been replaced by Inspector,

Superintendent and Commissioner.

From the above structural illustration, it is clear that South African Police rank

structure is complex, formalized and bureaucratic.

S.P. Robinson (1987:63) describes complexity where a number of employees are each

doing activities required by the organization with little idea of what others in the

organization do every day. He goes on to explain that the more complex the

organization the greater the demand on management to ensure that the activities are

working smoothly and together towards achieving the organization's goals.

With regard to formalization, Robinson describes it as the degree to which jobs within

the organization are standardized. In a formalized structure there are explicit job

descriptions, lots of organizational rules, clearly defined procedures. However, the

less formalized organizations offer a great deal of freedom to exercise discretions in

their work. Formalization is a measure of standardization. For Robinson forma-

lization reduces variability and promotes co-ordination. He gives the example of

McDonald who can be confident that the Big Mac will look and taste the same

whether it is made at an outlet in Portland, Maine, Mississippi or Amsterdam.

H Mintzberg (1993:205) highlights some of the problems relating to bureaucratic

structures. According to him, firstly, there are usually problems of co-ordination

between and among staff.

Secondly, bureaucratic structures have problems of discretion. Discretion remains

within the hands of professionals with complex skills. This is usually the duty of

middle to top management. Though Mintzberg's views are appreciated, the reality in

organizations of which SAPS is not an exception is that even employees at lower

levels require an exercise of considerable judgment at some time or another during

the execution of their duties.

Thirdly, bureaucratic organizations experience problems with innovation and

dysfunctional responses.

At this stage it will be premature (if not pre-empting) to assume that employees of the

SAPS are unhappy and that part of that unhappiness is derived from their

organizational structure. It remains a question mark.

Mintzberg's views were taken further by Robinson, S P (1987:60) in his chapter on

dimensions of organizational structures when he mentioned that tall structures, which

the South African Police resemble, provide closer supervision and tighter control,

`boss oriented'. Co-ordination and communication become complicated because of

the increased number of layers through which directives must go.

For Robinson in contrast with tall structures, flat structures have a shorter and more

simple communication chain, less opportunity for supervision.

The South African Police Service functions at different phases - the National Head

Office, Provincial Office, Area Office as well as the Station Level. The research

study concentrates on Soweto, therefore only the Area Office and Station level will be

looked at.

FIGURE 4 ILLUSTRATION OF THE AREA SOWETO ORGANOGRAM.

6.2. ORGANIZATIONAL STRUCTURES

While Mintzberg, (1979:37) noted bureaucratic structures, organizational

theorists rejected the organogram as an adequate description of what really

takes place inside the organization. He states that it represents an accurate

picture of the division of labour, positions that exist in the organization, as

well as the formal authority flow.

One Centre Hierarchical Rigid Structure Boss/Subordinate Chain of Command Information = Power

Source: Rhinesmith (1996:6).

❑E ❑ CIE

Many Centres Network

Organic Process Based Interactive Many Channels Information = Resource

I agree with Mintzberg on the advantages he made concerning the organogram and

also stating that the weakness identified forms part of the research goals, to explore

how organizational structure determines organizational behaviour.

Van Rooyen (1995:8) stated that a process of change in traditional Police approach is

inevitable. Environmental changes have indeed impacted on the way in which police

institutions, especially in the western world, have adapted the Police role to satisfy

community needs and demands. This view has also been shared by Rhinesmith

(1996:9), who mentioned that in order to empower employees to such an extent that

customer service of the highest standard is possible, an essential shift from the tight

control of bureaucracy to entrepreneurial, flexible, rapid conditions is necessary. The

two models of organizational structures were highlighted.

FIGURE: 5 WORLD CLASS VERSUS ORDINARY STRUCTURES

Multi National Comoanv Global Company

According to Mintzberg (1979:2) the structure of an organization can be defined

simply as the sum total of the ways in which it divides its labour into distinct tasks

and then creates co-ordination among them.

The structure of an organization according to Anthony (1978:36) includes not only

authority levels but also reporting relationships, formal task assignment, formal

workgroup assignments, formal communication channels and spans of management.

From the definition it is clear that the organogram/structure is not only important. It

becomes functional when there is effective coordination and smooth running

operations amongst parties within the organization.

Slabbert and De Villiers (1988:29) business organizations made the paradigm shift

from autocratic structures embedded in steep, multilayered organizations, to flatter,

delayered organizations where 'them' and 'us' are replaced by participative

partnerships.

For Anthony (1978:36) an authority structure becomes problematic when structural

arrangements are rigidly enforced, the breaking of the formal chain of reporting is

severely punished. The emphasis on the formal arrangement with no or little room

for flexibility characterizes bureaucracy - something undesirable. Bureaucracy can be

defined as red tape, centralization of authority , rigidity and emphasis on control.

The study focuses on the perception of the new rank structure by SAPS members.

Pocket Oxford Dictionary (1988:371) defines the concept of employment relations as

a strong effect or influence. The concept of Employment Relations is too wide.

Therefore the influence or strong effect of communication and employee participation

in the new structure will also be explored. The problem statement is still maintained,

i.e whether the new rank structure is effective?

6.3. EFFECTIVE ORGANIZATIONS

M Armstrong (1991: 249) defines an effective organization as one that

successfully achieves its objectives while also meeting its responsibilities

to its stakeholders, which include its employees. He goes on to say that a

decentralized functional structure forms part of the formula for

organizational effectiveness. However, an effective service cannot be lip

service but should be inculcated into reality as proposed in the Batho Pele

principles (White Paper on Transformation). The SAPS as an organization

that forms part of the Department of Public Service and Administration

(DPSA) should walk the talk in a journey towards providing a service that

is best possible value for money.

Effectiveness in organizations means among other things getting everyone

involved (participation) and ensuring that the organization's values are

understood to be acted upon (communication).

Kanter in Armstrong (1991:251) states that this is possible in an

organizational structure that is simple. Again, Child in Armstrong

(1991:252) states that simple structures with less rigidities and

bureaucracies contribute to superior economic performance.

Therefore a need for an effective structure cannot be under-estimated.

This was emphasized by MA Devanna, and NM Tichy (1990:219) who

stated that creating an effective structure is a necessity because it channels

and orchestrates behaviour in organizations. An effective rank structure in

SAPS will be looked at in terms of amongst other things, whether

employee participation and communication is satisfactory.

7. TRAINING AND DEVELOPMENT

7.1. EMPOWERMENT

According to Wellens, R.S, Byham, W.0 and Wilson (1991:22) power

means control, authority and domination. Empowering then means

passing on authority and responsibility. They go on to say that

organizations empower their people when they enable employees to take

on more responsibility, and to make use of what they know and can learn.

According to Johnson and Redmond in Slabbert et al (1999:37)

empowerment concept can best be described as a stage within the

communication process.

Stage 1 Stage2 Stage 3 Stage 4 Stage 5

Informing Consulting Sharing Delegating Empowerment

Table 1 : Empowerment process Johnson and Redmond 1998:37

Johnson and Redmond explain the essence of each stage by stating the following:

Informing is the most elementary stage because those who talk most listen least.

Consulting is described as a two-way process. Sharing is described as accepting one

another, forming a partnership and creating trust. Delegation then becomes success-

ful when there is a well-founded trust.

Empowerment at the ultimate end of the chain demands an extension of trust,

honesty, openness and integrity on the part of management. Wellens at al (1991)

continues to state that empowerment is facilitated by a combination of factors

including the job structure. Empowered individuals know that their jobs belong to

them, they are given a say in how things are done; employees feel responsible, they

show more initiative in their work, get more done and enjoy the work.

7.2. EMPLOYEE PARTICIPATION

Empowerment in organizations includes a process of involving employees

in the decision-making process according to WP Anthony (1978:3). The

process assists managers and their units to be both effective and efficient.

He goes on to explain what 'effective' and 'efficient' would mean within

the context of employee participation.

According to him efficiency is concerned with goal accomplishment. It

asks two questions: Was the goal achieved? And was it appropriate? The

appropriateness and the accomplishments are mostly looked at. Efficiency

is concerned with the cost of goal achievement. It answers the question:

How much did it cost in terms of money, personnel and psychological

factors?

According to Anthony, although participative management is not a

panacea that will cure all managerial problems, when understood and

properly applied it can go a long way towards solving the problems. It can

also help the organization to improve productivity, employee morale and

satisfaction.

This view is consistent with the study done by JB Herman and CL Hulin

(1975:206) on organizational attitudes from an individual and

organizational frame of reference. They found that structural variables

consistently accounted for about two to three times as much attitude

variance as did personal variables. A conclusion was made by JD Adams

(1980:93) that organizational variables explain a larger portion of

satisfaction variance than do personal or individual or personal difference

variables.

Employee participation in South African Organizations, of which Police

forms a part, is not a talk show. Labour legislation (Labour Relation

Act 66 of 1995) gives effect to the concept of collective bargaining

(chapter 3) and Workplace forum (chapter 5).

Section 1(d)(iii) mentions the promotion of employee participation in

decision-making in the workplace as one of its primary objectives. The

Act promotes workplace forums as a means to promote employee

participation. Section 79 lays the function of the workplace forum, which

includes among others to promote the interests of all employees in the

workplace, whether or not they are trade union members.

According to Du Toit et al (2000:291) given the dynamic role played by

union movement in the transformation of industrial relations since the

1970's, workplace forum has been widely regarded as potential

competitors that could be manipulated to undermine union strength at

plant level. The confusion of roles between workplace forum and trade

unions at workplace level continues. Olivier in Du Toit et al (2000:291)

argues that the Act has not reconciled the tension between workplace

unionism/collective bargaining nor between the need to democratize the

workplace and the need to increase efficiency and productivity. As a

result few workplace forums have been established and the tensions

remain unresolved.

7.3. EFFECTIVE COMMUNICATIONS

According to Slabbert et al (1990:19) structural changes in the social,

economic, technological, and political environment have led to a

heightened awareness that the most important resource of an organization

is its people. Therefore management is increasingly fmding itself

confronted with people related problems.

It is being forced in theory at least to recognize that an interest in people approach is

not a luxury , but an essential requirement for success. R Beckhard, in Armstrong

(1991:152) define a healthy organization from a behavioural science point of view

where communication is vertically and laterally understood. People are generally

open and confronting. They share all the relevant facts and feelings.

Communication during the research will be looked at in terms of whether the

organizational environment in the SAPS, which the rank structure forms part is

feasible for a communication that is open, interactive, confronting and free from

victimization.

R Bennett (1997:196) states that good communication encourages team spirit, high

performance and greater job satisfaction. He further mentions that it is a system that

links constituent parts of an organization by creating distribution, interdependence,

execution of instructions and feedback. Much as machines need to be instructed what

and how the work need to be performed, workers need to receive enough information

to get the job well done.

These also confirm the definition of communication by DS Miller and SE Catt

(1989:26): the sharing of meaning between sender and the receiver of a message. Its

goal is to have the receiver understanding the message, as it was intended (Newstrom,

J. W and Davies, K; 1997:48).

Slabbert (1990:19) points out that if business is to be successful, management will

have to do more than pay mere lip service to the importance of communication. The

receiving of information has been expressed as a constitutional right in Section 16(1)

of the final constitution. Everyone has the right to freedom of expression that

includes freedom to receive information.

Apart from what Catt and Muller, Newstrom and Davies mentioned. Slabbert

emphasizes that effective communication involves including it as a crucial component

of the organization's total strategic planning process. This means providing the

essential strategic communication guidance.

According to JC Athanasiasdes (1973) in Slabbert et al (1990) an arbitrary, and

inflexible authority structure tends to increase distortion of communication. The

importance of communication in SAPS cannot be exaggerated.

Without proper communication and co-ordination, job satisfaction is impossible.

K Govender (2001:02) further indicates a challenge to design an appropriate

internal communication as an integral part of our transformation work. SAPS is

not immune to this kind of a challenge. SAPS employees enforce Acts as part of

their job (e.g Domestic Violence Act), therefore they require substantial

communication to be able to perform successfully. Effective communication in

the organization means accessible two-way (upward and downward) just in time

information for employees.

8. PEOPLE ORIENTATED APPROACH TO PERSONNEL MANAGEMENT

8.1. RELATIONSHIPS IN EMPLOYMENT

Employment Relations is very critical in organizations ascending to

become world class. Reese (1991:1) states the challenge as follows: Tor

South African business to prosper and thereby be able to provide well paid

and secure jobs, it is necessary for trade unions and management to

develop organizational structures which allow them to act as partners.'

An Employment relationship is created as soon as one person is employed

by another. Parker, A.J (1998:74) states that in essence it is an economic

relationship. However, apart from the economic dimension, there are

many others that have to be managed. Rooted in the employment

relationship are the individual and collective dimensions.

The assumption that has been made at the beginning of the study is that

SAPS employees seem to be unhappy and that part of their unhappiness

seems to be visible in the rate of absenteeism, high labour turnover.

According to Purcell (1987:536) the individual dimension of an

employment relationship is the extent to which the firm gives credence to

the feelings and sentiments of each employee and seeks to develop and

encourage employees' capacity and role at work.

8.2. EMPLOYMENT CONTRACT

As soon as the person is employed, an employment relationship is

created which, according to JA Slabbert and AS de Villiers (1988:29),

consists of two components. legal rights and obligations as well as the

socio-psychological component. These dimensions are rooted from

formal and informal contracts (Parker; 1998:75). The formal contracts

may include the rights and duties of employees and employers, while

informal contracts can be divided into implied contract and

psychological contract.

Rousseau (1994:246) mentioned that implied contract consists of a set

of exchanges between the employer and the employee, derived from

objectively observable patterns of behaviour. He goes on to explain

psychological contracts, emerging when one party believes that a

promise of future return has been made.

Slabbert and Swanepoel (1988:137) are of the opinion that if an

employee feels that the psychological contract is misjudged for any

reason, such a misjudgement may:

Damage the employee's feelings of security.

Threaten the employee's self image:

Damage the employee's trust relationship with the employer;

Prejudice the quality of the employer's life:

Negatively influence the employee's commitment to the business

organization.

SOCIAL (Acceptance and feeling of belonging)

ESTEEM (Feeling self-worth)

As mentioned by Swanepoel the importance of fulfilling the psychological

contract cannot be undermined.

8.3. MOTIVATION

According to Anthony (1978), a basic understanding of human behaviour

is vital. People act to satisfy their needs. Thus it can be assumed that all

behaviour is caused by something. There is a reason why people act as

they do. Many psychologists have addressed the issue. Abraham Maslow

developed a needs Hierarchy theory.

8.4. MOTIVATION THEORIES

• Maslow's hierarchy of needs

SELF-ACTUALISATION (Realisation of a

person's fullest potential

...,....„_,../.. SAFETY AND SECURITY (Protection from physical and economic dangers)

SURVIVAL (Food, Clothing and Shelter)

Figure 6: Maslow's hierarchy of needs Gibson et al 1991:103

According to Maslow people have different needs categories and some take priority

over other needs. Normally the lower needs dominate until adequately satisfied,

whereupon the higher level needs like self-actualization become more dominant.

Bateman and Zenithal, (1990:530) are of the opinion that managers therefore need to

be sensitive to variations in employees' needs, as well as changes to such needs.

• Motivation Hygiene theory

The Motivation Hygiene Theory, developed by Herzberg, states that factors that

motivate people on the job tend to be achievements, recognition, advancement,

work itself, responsibility and possibility for personal growth. Herzberg goes on

to point out that organizations, which provide their people with opportunities to

satisfy these needs, will fmd that their employees are more highly motivated.

8.5. JOB SATISFACTION

Anthony (1978:21) supports Zenithal (1990:530) by stating that managers

should also provide means for employees to satisfy their needs by

providing them with appropriate wants. He emphasized that one of the

most important need-satisfying devices, often overlooked, is the

opportunity to participate. An opportunity to participate in decision-

making helps an employee achieve ego satisfaction and self-actualization.

Clearly what is being said is that communication and participative

management can be used to build motivation into jobs thereby enhancing

satisfied employees. James and Horwitz (1992:3) in Slabbert (1991)

supports the view by stating that however, should workers participate in

the decision making activities, increased job satisfaction will, among

others, be a benefit.

From the above-presented Police structure, it is clear that it is an authority

structure that has been put to achieve a set of goals. Anthony (1972:33)

states that such a structure brings order to the use of resources, prevents

chaos by providing means of co-ordination and the resolution of conflict.

He goes on to state that the same authority structures often operate to

hinder effective use of participation. Managers in authority sometimes act

in an autocratic fashion because they feel that's what is expected of them.

Giliomee (1989:64) in Slabbert (1990) states that the greatest challenge for

management in 1990 will be to increase the worker 's sense of involvement with the

job and firm. He goes on to say these could be achieved through a combination of

worker participation and a democratic style of managerial leadership. Borman (in

Slabbert, J.A 1990) states that a total commitment of top management, and the extent

of this commitment will of necessity result in fundamental changes in managerial

attitudes as well as managerial structures.

AJ Parker et al (1999:41) defines employee participation as the degree of influence

that employees have on decision making which affect them. Willey, J. and Sons

(1982:105) state that proponents of democracy contend that every person who is

affected by the result of a decision should have the opportunity to participate in the

making of that decision. The research study will assess the extent and strength of

employee participation in SAPS.

K Govender (2001:2) states that the Department of Public Service and Administration

has learnt that involvement and inclusion at all levels of the organization is important

to facilitate ownership of the process and decision, which in turn heightens the chance

of success. He further states that many reform efforts continue to be characterized by

a top-down approach with middle and junior staff still feeling too removed from the

organization. The challenge is not exclusive of SAPS employees.

8.6. ORGANIZATIONAL STRESS

As indicated in the research assumption, many of the SAPS employees

seem to be unhappy, their unhappiness being evident in their grievances,

absenteeism and high labour turnover. According to Mitchell in J Leon

and MD Warshaw (1979:5), stress is a major problem in organizations

throughout the industrial world. It affects workers at every level and

manifests itself in terms of absenteeism, reduced work output and poor

work quality.

Leon and Warshaw ask why organizations must manage stress in the work-place.

They answer this question by stating that the productivity and viability of an

organization depend on its people, how well or how badly they perform. Patterns

of behaviourable stress reaction which have been identified include alcohol and

drug abuse, backache, serious psychogenic illness and absenteeism. Schaufeli

and Enzmann (1998:24) attest to Leon Warshaw's findings by classifying

symptoms of organizational burnout in five clusters: affective, cognitive, physical,

behavioural and motivational.

Affective Cognitive Physical

Behavioural

Motivational

Job Satisfaction Cynicism about

work role

Reduced effectiveness;

Frequent clock watching;

Absenteeism; Increased

accidents

Loss of work

motivation

Feeling of not

being appreciated

Poor work performance

Poor time management;

Theft

Resistance to go to

work

Distrust in

management,

peers and

supervisors.

Tardiness; inability to

organize

Being over dependent on

supervisors; Going by the

book; Turnover Increase

sick leave; Resistance to

change

Dampening of

work initiative;

Low morale

Table 2: Symptoms of Organisational Burnout Schaufeli, W and Enzmann

1998:24

JK Newstrom and K Davis (1997:232) state that participation tends to improve

motivation because employees feel more accepted and involved in the situation.

Their self-esteem, job satisfaction and co-operation with management may improve.

The results often are reduced conflicts and stress, and more commitment to goals.

Turnover and absences may be reduced because employees will feel that they have a

better place to work and that they are being more successful in their jobs. Newstrom

and Davis further state that the results of participation have broad system effects such

as effective organizational outputs. Through employee participation identified

problems may be minimized.

9. CONCLUSION

From the above discussion it is clear that organisational change is now a central

management challenge, and a primary (if not the sole) task of business leaders

according to Gouillart and Kelly. The concepts that have been explained are not

absolute to the challenges that face the South African Police Service in their

transformation processes.

CHAPTER 3:

PRESENTATION OF RESULTS

INTRODUCTION

In this chapter data has been collected and coded, and will now be presented. The

responses will be shown in terms of the frequencies, trends and tendencies.

INVESTIGATION

The Aim of my research is to assess the perception of the new rank structure by a

sample of South African Police Service members.

METHODS OF DATA COLLECTION

Every researcher uses one or more techniques when collecting data. The

techniques may be grouped in both Qualitative and Quantitative methods.

According to Newman (1991:30) Qualitative methods involve collecting data in

the form of words or pictures, while Quantitative methods involve collecting data

in the form of numbers.

QUANTITATIVE DATA

A survey research was used when respondents were asked questions in a written

questionnaire. The questionnaires were dropped at and collected from each

station. There was no manipulation of any situation or condition. Respondents

simply answered the questionnaires.

Newman (1991:228) indicated that survey research produce quantitative

information about the social world. They are also used to explain or explore

circumstances. During the research several dimensions were explored and the

research question was also answered.

QUALITATIVE DATA

5.1. Self-administered questionnaires

The questionnaires were distributed to a population of South African Police

Service personnel in Soweto Policing Area for completion. A scale of 1-5

questionnaires was used to assess the impact of the new rank structure, thus

looking at the attitudes of employees. The results were measured, counted,

analysed and interpreted to arrive at a particular decision.

POPULATION

The population consists of 6000 SAPS personnel members in Soweto Policing

Area. It was not feasible, given the time constraints for completion of the

research, to administer 6000 questionnaires. Therefore, the research was based on

a sample of the population.

SAMPLING

Survey research gives a picture of what many people think or report doing.

Newman (1991:31) indicated that a survey researcher often uses a sample, or a

smaller group of selected people, but generalizes results to a larger group. He

continued to state that this is often used in descriptive or explanatory research.

First the population was divided into sub-populations. Secondly a random sample

was drawn from each sub-population. This was done to guarantee the re-

presentation of the population. According to Kumar (1996:154), random

samples have the advantage of representing the total sampling population, and

that the inferences drawn from such samples can be generalized to the total

sampling population.

A stratified sample was used consisting of all SAPS personnel ranks, inclusive of

race and gender, to make it more representative. This was used to enable each

individual employee within the population to have an equal chance to be selected

for the sample. No less than 33 per cent of all Personnel members in Soweto was

required for completion of the questionnaires to be able to produce statistically

accurate results.

7.1. SAMPLING TECHNIQUES

5% of all Ranks, Units, Period Of Service, Age, Gender, Race, Union

Affiliation was selected for participation in a research project.

7.2. DISTRIBUTION OF QUESTIONNAIRES

A covering letter outlining the aims of the research was sent to the Area

Commissioner after several discussions about the research study. The

same covering letter was sent again, together with the questionnaires. The

questionnaires were dropped at stations and collected after a week. A total

of 312 questionnaires were received for analysis.

8. RESULTS

Firstly, the presentation of the results will be part of the Background information.

These will include figures which will indicate responses according to rank, period

of service, age, gender, race, union affiliation and language.

Secondly, responses obtained from the dimensions will be presented. Each

dimension will be looked at in terms of the number of responses who agreed,

those who were undecided, and others who disagreed.

Thirdly, responses from open-ended questions will be presented.

Figure 7: Responses per rank

Responses according to Years of Service

Responses according to age

80

60

40

0

0

0 Under 25 ,-4g 26-35 0 36-45 046-55 056-65 il l

8.1 PRESENTATION OF BACKGROUND INFORMATION

Figure 8: Responses per period of service

Figure 9: Responses per age

1

Responses according to gender

1

0 Male

0 Female

Figure 10: Responses per gender

Responses according to Race

200

150

100

50

0

0 African

White 0 Coloured 0 Indian Ra

FIGURE 11: Responses per Race

Responses according to Union Affiliation

140

120

100

80

60

40

20

0

0 SAPU 0 POPCRU ❑ PSA 0 Non-member 0 Other Unions

Figure 12: Responses per union affiliation

Responses according to home language

60

50

40

30

20

10

ti

Xhosa 121 Sesotho OSiswati Zulu OSepedi OAfrikaans

Setswana OTsonga "'Venda Ndebele 0 English °Other

Figure 13: Responses per home language

9 PRESENTATION OF EACH DIMENSION

The results from the six dimensions will be present

TRANSFORMATION

I know what is meant by transformation of SAPS

88% agreed while 8% disagreed and 4% were undecided

Management has done their job to ensure success of the transformation process

in Soweto

57% agreed while 37% disagreed

I understand the vision and mission of the SAPS


I agree with the transformation goals that SAPS would like to reach


The impact of transformation on overall performance in SAPS Soweto is

monitored effectively


There is more emphasis on customer satisfaction than rank


Transformation in SAPS Soweto has lived up to all my expectations

53% disagreed while 34% agreed

The benefits of transformation have been clearly communicated to me.


RANK STRUCTURE

I understand the structural ranks in SAPS Soweto.

83% agreed with the statement while 14% disagreed

The new rank structure has brought positive changes in the or-

ganization


I was consulted about the proposed rank structure before it was

implemented

58% disagreed while 35% agreed, 7% were undecided.

The multiple levels are conducive for service delivery


The present rank structure is appropriate to achieve the mission and

vision of SAPS.


I know the functions and responsibilities of other ranks within the

structure


There is smooth coordination of work between employees in different

ranks


Previous military structure was better than the new structure


The new SAPS rank structure has ensured effective service delivery


The higher the level the greater is the gap from grassroots operations


Lines of reporting are rigidly enforced


There are consequences for not following the chain of command as

laid down by the structure.


There is speedy delivery of service since the introduction of the new

structure


Everybody is treated fairly irrespective of rank


Given the authority one can solve problems promptly


There is improvement in representivity with regard to women and

blacks at high ranks.


Multiple rank levels are an obstruction to the effective service delivery


Everyone is allowed to say how things should be done


All ranks participate in decision-making


Red tape best describes SAPS structure


COMMUNICATION

Personnel in my station are kept informed of important events that are

taking place in Soweto


Information always comes undistorted


At my station important information is communicated on time


Management practices an open door policy


Ideas and directives easily flow downstream, but upstream only with a

tremendous effort


Channels of communication are easy for everyone


In my station/unit people across ranks talk openly with each other


MORALE AND PEOPLE MANAGEMENT

I am proud to be an employee of SAPS Soweto


I feel happier in my job than most people feel in their work


I have a strong sense of loyalty towards the SAPS

87 % agreed while 7% disagreed

All personnel across ranks are treated with dignity


Employee morale has increased since the transformation process was

started in the SAPS


Most of the time I have to force myself to go to work


I feel that SAPS values all its personnel


I am given the 'tools' I need (equipment, technology, facilities) to do

my job well


Being a subordinate equals being insignificant and inferior


In the SAPS, benefits and remunerations are adequate


The incentives and reward systems keep personnel motivated


The cultures and environment in the SAPS are conducive to good per-

formance by all


My superiors set a good example with regard to complying with

standards


In my station improved performance is rewarded better than before


MANAGEMENT STYLE, PARTICIPATION AND TEAMWORK

The SAPS rank structure is conducive for teamwork


There is trust between different ranks in my station/unit


Management at my station/unit trust me to do my work


People in my station meet together only when they have things to

complain about


In my station some people are overworked while others have nothing

to do


The co-operation and support provided by team members to each other

ensure excellent service delivery


People from different ranks solve differences and get down to service

delivery


There is a new mindset amongst management in Soweto that allows

personnel to use their initiative and discretion


Knowledge and information that is required to participate in decision

making is given to all personnel, irrespective of rank


In my station personnel can speak their minds and express their

opinions without fear of victimization


Authority has been delegated to the lowest possible level


Employees are asked for their ideas on how to solve work problems or

to improve performance


Management takes issues raised by personnel seriously.


TRAINING / EMPOWERMENT

Training in SAPS Soweto is slowly but surely building capacity

amongst personnel to improve service delivery


Lower ranks are provided with sufficient formal and on the job

training


I am not required to perform functions, which I have never been

trained for


The training provided by SAPS Soweto is of the highest standard


I have been trained to do more than one job so that I can help out

where personnel shortages exist in my station.


Training has been provided to management to empower them to lead

the transformation process


My training needs are addressed satisfactorily


Training plans are related to career paths


Fair opportunity for training exist across all ranks


8.3. OPEN-ENDED QUESTIONS

At the end of the six dimensions, five open-ended questionnaires were

asked. The following responses were received.

Question 1: What do you think has been the effect of the present rank

structure on SAPS and on its employees?

The majority of respondents (45) indicated that the new rank structure has

brought a lack of discipline. This indication came from both low and high

ranks: juniors no longer respect their seniors like before (7). Again both

seniors and juniors confirmed this (6). Respondents indicated that the

present rank structure does not have the same respect and dignity as the

previous one. An example given was that the community sometimes

swear at the Police.

The second-most rated (26) effect of the rank structure is the improvement

of the delivery of service. Some of the examples mentioned include e.g.

democratisation (4), that the community does trust the Police better than

the previous force (2). The image of the service has improved (7), which

therefore makes their working lives better.

(11) respondents mentioned that qualifications are no longer considered

for promotion purposes and (3) indicated that this discourages further

learning, which will also affect the quality of services they deliver.

Question 2: What do you consider as the major advantages of the present

rank structure?

The most rated advantage of the new structure (19) was the fact that there

are no longer many rank levels. As a result the following was mentioned:

`It is easy to reach the top levels.'

`The state money is being saved.'

Again (7) respondents indicated that they do not see any advantages in the

new structure.

(5) respondents mentioned that community participation does assist them

to perform their work better; (2) were from lower ranks, and (3) from

higher ranks.

(3) respondents mentioned the protection of human rights as an advantage

above the abuse of human rights in the old force.

(2) respondents indicated that the new structure has brought equal

treatment among the members of the service. Some of the examples

mentioned include:

`equal treatment between racial groups' and

`from a white dominated management to a representative management'

(7) respondents mentioned they perceive an opportunity for development

and learning.

Other aspects that have been re-emphasised were the democratisation of

the force; (11) respondents indicated that it was now easier to approach

seniors than had been the case in the old force.

Question 3: What do you consider as the major disadvantages of the

present rank structure?

The majority of respondents indicated that promotion had been the biggest

disadvantage of the present structure (32). The following are some of the

reasons indicated:

`Promotions take longer than was the case in the old force.'

`Promotion is a struggle.'

`There are no longer leg promotions.'

`Levels of ranks were cut, resulting in a shortage of posts.'

`The criteria for promotion are not transparent.'

`Promotion is connection based.'

`Promotions are being manipulated.'

`No upward mobility.'

respondents indicated that withdrawals of benefits which had been

available in the old force is also a disadvantage. Some of the frequently

mentioned benefits include non-contributory medical aid as well as

automatic promotions.

respondents indicated that the new rank structure does not have

disadvantages, and two (2) felt that poor wages is another example of a

disadvantage.

Dissatisfaction Satisfaction

N= 162 N= 146

Total % Total %

TRUE MOTIVATORS

Recognition 5 3,09 28 19,8

Advancement 30 18,52 25 17,12

Work Itself 4 2,47 20 13,70

Achievement 3 1,85 12 8.23

Growth 2 1,23 6 4,11

Responsibility -(44) - 2(93) 1,37

HYGIENE FACTORS

Company Policy and Administration 43 26,54 30 20,53

Supervision 27 16,67 6 4,11

Security 26 16,05 1 0,68

Wages 11 6,79 14 7,59

Relations with fellow workers 8 4.,94 1 0,68

Physical working conditions 2 1,23 - -

Relations with supervisor 1 0,62 - -

Private live - - 1 0,68

(118) (53)

No responses of satisfaction 16

Table 3: Dissatisfaction/Satisfaction Factors

20 25 25 20 15 10 5 0 5 10 15

26 25 20 15 10 5 0 5 10 15 20 25

19.18 Recognition

17.12 Advancement

3.09

18.52

13.7 Work itself

8.27 Achievement

4.11 Growth

2.57

1.85

1.23

Responsibility 1.37

Profile of 162 Police Members

Dissatis ction/ Satisfaction t

% Frequ ncy / % Frequency

26 Company Poli cv and Administration 20.53

16.67 4.11 Supervision

16.05 0.68 Security

6.79 9.59 Wages

4.99 0.68 Relationship with fellow members

Physical working conditions 1.2

Relationship with fellow members 0.62

0.68 Private life

All factors contributing to job

Satisfaction

All factors contributing to job

Dissatisfaction

Hygiene Factors

70 r 30

True Motivators

30

70 60 50 40 30 20 10

70

0 10 20 30 40 50 60 70

Ratio and Percentages

Table 4: Dissatisfaction/Satisfaction Frequencies

9. CONCLUSION

A presentation of the respective categories that were measured was done in this

chapter. Understanding and meaning will be derived from the next chapter on

analysis and interpretation.

INTERPRETATION OF THE RESULTS

INTRODUCTION

This chapter discusses data which had been presented in the previous chapter.

Rresponses to the questionnaire will be analysed and interpreted.

Van De Ven and Ferry (1980:1) mentioned that most organizational theorists and

researchers have dwelt upon trying to describe the functioning of an organization

as a sociological entity. Although that is not questioned, it is important to ask

why researchers ignored something which matters to most managers: the

effectiveness or efficiency of organizational designs.

The objective of this chapter is to determine the impact of the SAPS's new rank

structure.

Like the presentation, interpretation will be done based on three categories.

Firstly: background information, secondly: six dimensions, and lastly: open-ended

questions.

INTERPRETATION OF BIOGRAPHICAL INFORMATION

The number of responses received was fairly good (85%). It can also be said that

the representation was good. These are based on the following:

All ranks were represented in the responses. The majority are Inspectors (51%),

followed by the Sergeants (31%). The SAPS categorises their ranks into

commissioned officers and non-commissioned officers. Commissioned officers

include Captain, Superintendent, Senior-Superintendent, Director, Assistant

Commissioner and Commissioner. The non-commissioned officers include

Inspector, Sergeant and Constable.

The implication is therefore that the majority of the respondents are at the end of

non commissioned officers, either waiting for availability of posts in the

commissioned officers level or just being promoted to the last leg of

commissioned officers..

The period of service ranged from two years to longer than 10 years. One of the

members specifically mentioned he has 29 years of service. The majority of

responses (70%), have more than ten years of service. On a positive note by

implication, the respondents served within SAPS before the introduction of the

new structure and are still serving under the new structure. Therefore, their

responses are not some kind of guesswork, but based on practical experience.

With regard to age, the majority of responses (55%) were in the age group of

between 35-45.

The majority of respondents are males (80%). Africans 92% has been the most

represented group, followed by Colourds 3%, Whites 3%, and lastly Indians 2%.

SAPU has been the most representative union with (62%) followed by Poperu

(28%), PSA (5%), respondents who are not union members (5%) and those who

belong to other unions not mentioned (1%).

With regard to language, Zulu speaking has been the most representative (24%),

followed by Tsonga (19%) and Xhosa (4%). The least representative language has

been Swazi (3%) and Others (1%). None of the respondents indicated they spoke

Ndebele.

3. INTERPRETATION OF EACH DIMENSION

3.1. Transformation

More than 80% of the respondents understand what is meant by SAPS

transformation. They believe that management is doing their job to ensure

the success of the transformation process and they agree with the goals

which the SAPS would like to reach in terms of transformation. However,

41% indicated that the benefits of transformation have not been clearly

communicated to them. Because of this bad communication, members

might be having unreasonable expectations about transformation, and as a

result thereof feel that their expectations are not met. This was indicated

by the fact that 53% feel that transformation has not lived up to their

expectation, while 34 % feel it has.

An interesting fact is that the unfulfilled expectation of the new rank

structure has been mentioned by both high and low ranks. The SAPS does

not have a policy on transformation. This would have highlighted the aims

of the process and eliminated any kind of unreasonable expectations.

3.2. Rank Structure

The majority of respondents (83%) understand structural ranks. Though the

ranks and job requirements are clearly understood by members, in the open-

ended questions they mentioned that the new ranks confuse the community.

Ranks such as superintendents were specifically mentioned. This might be a

perception of SAPS members on the community or their experiences in a

day-to-day work with communities. Because of limited time given to

conduct the research, it was not possible to test the opinions of the

community members to clarify any such perceptions.

On a positive note the majority of respondents are clear about their job

requirements. This has been an indication across all ranks: 72% agreed,

while 20% disagreed.

There was a nearly equal response on the changes brought about by the

present rank structure: 47% acknowledge the positive changes while a group

just below 43% feel there were no positive changes. The divided answer was

explained in the answer for the relevant open-ended question around the

effect of the present rank structure. The implication is that the new ranks

structure had both positive and negative effects. To some, change was for the

good, eg quick jump to the top, while to others it was for the worse, eg rank

levels having been cut, therefore today it is difficult to get promotion.

The majority of respondents (46%) agree that multiple levels are seen as being

conducive and not an obstruction to service delivery. On that note 72% also

agreed that they know the functions and responsibilities of other ranks and

that there is a smooth co-ordination of work.

This is in contrast with what Robinson described (1987:63) as complexity in

organizations where employees carry on with their activities, having little idea

of what others in the organization do every day. This, again, is in contrast

with Mintzberg (1993:205), who indicated that bureaucratic structures usually

have problems with co-ordination.

On a positive note this implies that management goes an extra mile to ensure

that roles and responsibilities are clearly known. From those who disagreed

(38%), one indicated that it would be better to call each other Mr and Mrs than

to address each other by rank.

The majority of respondents (53%) agreed that the previous military rank

structure was better than the new structure. One of the reasons indicated was

that there were benefits such as first and second leg promotions, and another

mentioned benefits such as free medical aid.

The fact that the majority of respondents agree (43%) that lines of reporting

are rigidly enforced, supports Robinson (1987:60), who indicated that in tall

structures there is closer supervision and tighter control. The majority of the

answer to statement 28 (42%) also confirm that SAPS is a rigidly controlled

organization. SAPS structure resembles what Rhinesmith (1996) refers to as

multi national company where there is one central, hierarchical and rigid

structure with a chain of command.

Again the fact that the majority (58%) feel that there are consequences for not

following the chain of command indicate that the SAPS is not a flexible

organization.

The majority of personnel mentioned that not all ranks participate in decision-

making. This has been evident in the fact that the majority (58%) indicated

they had not been consulted in the introduction of the new rank structure.

While management does not consult with all the levels, the majority (70%)

indicated that, given the opportunity, one could solve a problem promptly.

Management has not yet realised this aspect.

3.3. Communications

The majority of respondents (57%) feel that they are kept informed about

events taking place in SAPS. The response indicates that section 16 of the

Constitution is adhered to: the right to freedom of expression that includes

freedom to receive information. This is indicated by the fact that information

does come on time. This is assisted by existing information technology,

which ensures accurate and relevant information on time.

On a positive note, the majority (48%) feel that SAPS Soweto practise a

culture of open door policy. The available channels of communications are

easy for everyone and people across ranks talk openly with each other.

Interestingly, the majority of respondents (59%), including respondents from

senior ranks (Captains and Superintendents), agree that ideas and directives

flow downstream easily, but upstream with a tremendous effort.

The overall responses indicate that though members across all ranks do

communicate openly and easily, ideas from low ranks are usually not

considered. Newstrom and Davies (1977: 48) pointed out that if a business is

to be successful, management will have to do more than pay mere lip service

to the importance of communication.

This was confirmed in open-ended questionnaires where it was specifically

mentioned that not being listened to, is one of the aspects which cause

unhappiness in members in the SAPS. Again, Govender (2001:2) indicated

that DPSA has learned that many reform efforts continue to be characterised

by a top-down approach with middle and junior staff still feeling removed.

Therefore an agreement on the statement (59%) supports Govender's view.

3.4. Morale and people management

The majority of respondents (76%) are proud to be SAPS members. They

find their job and organization interesting. The majority (59%) who had

disagreed that most of the time they force themselves to work supported this.

There was an equal response on whether SAPS treated them with dignity -

46% agreed while 46% disagreed, and 8% were undecided. 62 % mentioned

that the SAPS values them as employees not as extra pairs of hands. In a

Diagnostic Audit on the Transformation of SAPS which was done in the West

Rand Area (March-June 2001) by Mandate Molefi consultants, it was found

that 47% of the respondents were happy about the transformation progress

while the remaining 53% were dissatisfied

This kind of response might be related to the fact that the majority (87%) have

a strong sense of loyalty and commitment towards the SAPS.

The majority of respondents (45%) indicated that employee morale has

increased since the transformation process. The response of the statement

supports the previous response on the rank structure where the majority (47%)

agreed that the new structure brought positive changes.

Though the majority of respondents (50%) indicated that they are given tools

to do the job, in open-ended questions few of the respondents maintained that

a lack of resources contributes to their unhappiness in the SAPS. The most

specifically mentioned tools were vehicles and manpower. Therefore the

responses indicate that tools are provided, however not sufficient.

The majority of respondents (45%) strongly indicated that being a sub-

ordinate equals being insignificant and inferior. Again such a strong

statement supports the previously presented responses, for example those

regarding ideas from low ranks not being considered. It was note that the

higher the ranks the more they disputed the fact that being a subordinate

equals being insignificant and inferior.

Regarding the adequacy of SAPS remuneration, the majority (56%) indicated

that they are not adequate. This was supported by the open-ended

questionnaires, which specifically mentioned some of the inadequacies of the

benefits, eg merits for good performance, poor wages, promotion to the

second and third leg, and medical aid contribution.

The majority of respondents (51%) have alluded to the fact that the incentives

keep them motivated. These were supported by indications in open-ended

questionnaires where the withdrawal of rewards, such as merits for good

performance, contributes to their dissatisfaction. According to Dr Strauss

(1998), merit maintenance is amongst the items he regards as the architecture

of transformation.

With regard to compliance of standards by superiors, 53% agreed that they do

comply and therefore set a good example. In the open-ended questionnaires

few examples were indicated where they do not set a good example. Some of

the examples were that some seniors abuse state resources vehicles for

personal use.

The majority of respondents (44%) disagreed that better performance is

rewarded better. Alluded in the open-ended questionnaires was that in some

cases members who perform poorly get promoted, yet those who perform well

often do not get promotion. It all depends on what connection one has with

whom ... Again there was an indication in the open ended questionnaire that

good performance (apprehending suspects wanted for serious crimes such as

murder, rape and robbery) is sometimes not acknowledged nor even

recognised.

3.5. Management Style, Participation and Teamwork

It was indicated that there is a strong sense of belonging among 60% and of

trust between different ranks (47%) as well as team spirit (59%) that ensure

excellent service delivery. The fact that the majority of respondents (60%)

disagree that people meet together only to complain indicates that there is

more emphasis on delivering the service than complaining. On a positive

note, personal differences do not get down to the delivery of services.

An emphasis (among 58%) that some people are overworked while some have

nothing to do, was supported in the open-ended questionnaires. The most

identified group was management. Their non-participation in fieldwork and

operations were specifically mentioned. The majority (41%) agreed that a

new mindset exists, which allow personnel to use their initiative and

discretion.

This is in contrast with what Robinson (1987:63) described as a characteristic

of a formalised structure. There is less freedom for discretion as a measure of

standardization.

The fact that 46% disagreed that authority has not been delegated to the

lowest possible level also supported this. To look at the responses of this

statement closer, in statement 19 (rank structure) the majority agreed that

given the opportunity they can solve problems promptly. There is an

indication that SAPS does not recognise each individual worker's capability;

individuals themselves are confident of their capabilities.

In terms of whether one can speak without fear of victimization, 51% agreed

while 37% disagreed. Part of those who disagreed was evident in 15% of

responses which were unmarked, on which station one was responding from.

The majority indicated that though their ideas are asked, the same ideas are

not considered seriously when decisions are made. This was also mentioned

in open-ended questionnaires where some respondents mentioned that

amongst other things that make them unhappy is to just be ignored.

James and Horwits (1992:3) indicated that should workers participate in the

decision making activities, increased job satisfaction, among others, will be a

beneficial result. SAPS still has to use more effort to realise the fact. This

challenge was confirmed by Giliomee (1989:6) who indicated that employee

participation is the greatest challenge for 1990's management.

3.6. Training/ Empowerment

The majority of respondents (74)% feel that there is capacity building

amongst personnel to improve service delivery. On a positive note, the

capacity building was indicated to be provided fairly to all ranks.

A nearly divided answer to the statement that one is not required to perform

functions which one was never trained for. The majority of respondents

(45%) disagreed, 46% agreed, while 8% were undecided.

This was also supported by statement number 6 where the majority (71%)

agreed that they had been trained to do more than one job to assist where

shortages exist. The implication is that personnel perform functions that they

were trained, therefore the outputs are of the high quality.

4. Open Ended Questions

Open-ended questions was opportunity for the researcher to probe more into some

of the questions asked in the closed-ended questions. Respondents also had an

opportunity to answer questions anyway they liked. It allowed them to indicate

their individual points of view and more detailed information than elicited in

closed-ended questions.

4.1. Question 1: What do you think has been the effect of the present rank

structure on SAPS and on its employees?

The responses were divided into both positive and negative statements.

Negative statements

The majority (44) of responses indicated that the new structure has caused a lack

of discipline in the service. This was indicated by both high and low ranks. The

lack of discipline was identified to have manifested into other negative aspects

such as loss of dignity and respect (7). Respondents identified the problem (loss

of dignity and respect) in two fold: both in the community as well as within

members in the service. The example given was that one finds the community

swearing at the Police during their duties, whereas in the old structure the

community valued and highly respected SAPS employees.

Again it was indicated by both high and low ranks that respect for seniors have

decreased.

Positive statements

The highest responses (26) indicated that the new rank structure has improved

service delivery. Some respondents (4) also mentioned the democratisation of the

service, which was introduced. The response indicates that SAPS is slowly but

gradually moving towards achieving its vision: To shift from a Police Force to

a Police Service. Other (7) respondents also mentioned that the image of the

organization had improved. The lowest positive response (2) mentioned about the

new structure is that the community can trust them and join hands with them on

policing. One wonders why such a low response. The reason is that it would not

be easy to trust somebody who is not disciplined.

4.2. Question 2: What do you consider as the major advantages of the present

rank structure?

The majority of respondents (19) mentioned that, with the reduced rank levels,

it is now easy to reach the top. This was seen as an advantage because one no

longer has to become a Lieutenant and a Warrant Officer before one becomes

a Captain. With the service moving towards democratisation, it was indicated

that it is easy to approach seniors (11).

This means that respondents feel more comfortable to talk to seniors than was

the case in the old structure. While this is something positive, the fact that

(7 ) indicated there is no respect for seniors means that seniors are too open

and are often taken for a ride by their juniors. Five mentioned Community

participation on Policing issues as an advantage. The protection and respect

of human rights was also identified as a positive step.

Amongst the lowest rated advantage of the new structure has been the equal

treatment of all members. This was also confirmed in the closed-ended

questions where 53% disagreed that everybody is treated fairly. Equally a

move toward a representative Service was indicated by very few. More men

mentioned this aspect than females. One of the black men mentioned that it is

unfair for men to prefer women, rather than men when implementing

Affirmative Action.

4.3. Question 3: What do you consider as the major disadvantages of the present

rank structure?

The majority (32) of the respondents emphasised that promotion is the biggest

hindrance. As a result of the decrease with regard to the levels, promotions

are no longer received like before, i.e. every 2 years or based on

qualifications. With regard to promotions, there are no longer 1 st and 2nd leg

promotions. Some mentioned that as a result of these types of

rearrangements, it is not easy to differentiate between newly promoted in the

rank and old serving in the rank.

The biggest dissatisfaction around promotions is the fact that qualifications

are no longer considered. Some indicated that this discourages them from

studying further. Some others stated that one needs to be connected to the

right people in order to get promoted. Very strong words such as

`manipulations' and 'corruption' were used to describe the process.

Other dissatisfactions mentioned around promotions were that the criteria

used for promoting members is unclear and non transparent. The process has

been described as unfair.

Despite the positive effects indicated in question 1 (democratisation, image

and delivery improvement) members feel that they are still poorly paid. One

of the respondents mentioned that SAPS pay is not internationally

competitive.

Three respondents indicated an increasing crime rate as a concern for the

future of their business.

The withdrawal of benefits such as free medical aid and danger allowance

were mentioned as contributing factors for their demotivation. This indication

supports the answer given to the statement 16 under morale and people

management - 80% agreed that the incentives and reward system keep

personnel motivated.

5. Discussions of the incidents

Incidents which caused satisfaction

The following factors were identified:

Satisfaction was caused mainly by Policies, Facilities as well as

Management style that existed prior to 1994. Police then had real power

and there was respect and discipline in the force.

Satisfaction was further caused by and is presently caused by:

`Staying in clean barracks'

`Get rest days"

`Transport provided to and from work'

`We were happy when a black commissioner was put in place'

`A good promotion system was introduced'

(30 people mentioned factors of company policy and administration)

The second strongest satisfier was Recognition (28). The major form of

recognition was the community who shows appreciation for the work done

by SAPS.

The third factor in line causing satisfaction was Advancement (25).

Happiness was caused by the fact that people were promoted.

The fourth strongest satisfaction was the Nature of the work itself 20).

Examples of responses include:

Ì was transferred to office work.'

Ì like training others.'

Ì was transferred to working with children.'

Ì like helping people.'

Major satisfiers: Some mentioned that they were getting automatic wage

increments. Others mentioned that their promotions brought about better

salaries, while others indicated that they managed to settle their debts with

the bonus received.

12 people found their satisfaction in terms of Achievement, for

example:

Ì recovered 5 stolen vehicles.'

`The day I arrested a suspect ...

6 people were made happy by the Trainings they underwent in

computers and in other topics.

Also 6 people were made happy by good supervision. They mentioned

i.e. 'the station commander is handling them well.'

The above-mentioned factors that cause their satisfaction, could be related to what

Anthony et al (1978), highlighted with regard to motivation theories. Recognition,

advancement, achievements and personal growth were identified as factors that

motivate ,people. He pointed out that organisations, which provide their people to

satisfy their needs, will find that their employees are more highly motivated.

• Incidents which caused dissatisfaction

The major dissatisfying factor was the Policies, Administration and

Management mentioned by 43 people. Examples of responses include:

`Some benefits were taken away such as free medical aid.'

Ì was transferred without reason.'

Ì did not know what was expected of me as an officer.'

Ì did not get a job description.'

'No paraplegic facilities at our station.'

`Transformation in future is uncertain.'

`We have a serious shortage of vehicles.'

Ìnefficient resources.'

`Communities have too much to say in police matters.'

The following responses were mentioned with reference to the Promotion

system:

`The new ranks brought low morale.'

Ì am being used as a step ladder for someone else for promotion.'

`They have frozen all the promotions.'

`The promotional criteria is unacceptable.'

`People with little or no qualifications and experience are promoted' (mentioned

by numerous people).

`There are no clear guidelines on promotional criteria.'

`The new promotion policy ignores years of service.'

`Females do not get promoted.'

`Promotion nowadays goes without respect.'

`My application for promotion was not processed.'

Ìndians are filling most top jobs in Soweto.'

`Now everyone wants promotion.'

The second highest dissatisfaction was the factor of advancement referring to

dissatisfaction because a person did not get promotion - 30 people indicated this.

Dissatisfaction with Supervision was mentioned by 27 people. Examples of

reasons given include the following:

`Commissioners do not have policing experience.'

`Seniors are rude to us and make us to feel useless.'

`Poor leadership and corruption amongst seniors.'

Ìt is bad to be victimised by a newly promoted.'

`We fmd intimidation rather than support from higher up.'

`Management is poor.'

`Seniors fail to discipline staff properly."

`My problems are not addressed, they are simply ignored."

`My supervisor shouts at me.'

Ì was unfairly suspended.'

`Was falsely arrested.'

26 people reported that they are unhappy, largely because of lack of Security in

terms of the high rate of police killings, and the danger police officers fmd

themselves working under makes them live with fear. They indicated that they

had either been injured or shot. They also believed that criminals have more

power that the police.

According to Gibson at al (1991:103) in Maslow's hierarchy of needs, some needs

take priority over others. Normally the lower needs dominate until adequately

satisfied, whereupon the higher level needs become more dominant. This was also

evident in the findings.

One could not expect self-actualisation from members who indicated that they

live with fear (safety and security needs). This need has to be realised first to be

able to reach their fullest potential.

The following dissatisfaction was mentioned by 11 people with reference to

Wages because increases were either too small or they did not get an increase at

all.

Dissatisfaction with Relationship with fellow workers was mentioned by 8

people with the following examples.

`There is a lot of dishonesty, corruption and self enrichment amongst fellow Police

members."

It is bad to see so many drunk Police members.'

`Fellow members are jealous of me.'

`The morale amongst fellow police members is very low.'

Other dissatisfaction was also caused by eg the lack of recognition (5). The high

workload was also indicated by 4 people, mistakes and failures (lack of

achievement) (3) and poor physical working conditions (2)

6. CONCLUSION

The interpretation and analysis would assist in the next chapter of

recommendations. Responses from the open ended questionnaires and the six

dimensions have similarities. They explain and give examples to some of the

reasons for responses in the closed ended questions.

CHAPTER 4:

CONCLUSION AND RECOMMENDATIONS

INTRODUCTION

According to Manzini (1988):

`Like people, organisations can suffer illnesses and manifest a variety of

symptoms. Generally, such illnesses are transmitted by key figures who make

major decisions that are temporary or permanently unable to cope with the

demands of their roles. Being products of the system themselves, they affect and

are affected in turn by the milieu in which they work, and can spread the infection

to such an extent that unless it is checked and cured, the organisations itself will

be in jeopardy. The cure can be found only if the illness is acknowledged in the

first place.'

The coming recommendations will be based on the fmdings of the research. As

Manzini indicated: to take the recommendation forward, entails accepting the

findings as the 1 St step towards their implementation. D Freemantle (1990:66)

also agreed with Manzini when he said that there is no manager alive who does

not have imperfections and deficiencies. Admitting important deficiencies

enhances credibility and competence while reluctance to do so diminishes

credibility and competence.

GOALS AND OBJECTIVES OF THE RESEACH

The research would explore the new rank structure that has been

implemented, and challenges brought by the new structure will be uncovered.

The research will assess the perception of the new rank structure by a sample

of SAPS members.

• The research will evaluate the effectiveness of the new rank structure.

ASSUMPTION

The research was based on the assumption that SAPS members are not happy;

part of their unhappiness can be seen in the high labour turnover.

CONCLUSION

SAPS members seem to be satisfied with the new structural design; 58% indicated

that the new structure ensures an effective delivery of service. 46% agreed that

the multiple rank levels are conducive to the delivery of service and that the

present rank structure is appropriate to achieve the mission and vision of SAPS.

Based on the findings and analysis of the research it is clear, however that SAPS

new rank structure has brought lack of discipline in the Service. To remind a bit,

the vision of South African Police Service is to create a safe and secure

environment. Unless SAPS start to put their homes in order, safe and secure

environment would always remain a dream.

To maintain Safety and Security needs highly accountable and disciplined

members. The SAPS needs to create and build a disciplined workforce. This

would minimize and eliminate other identified negative effects such as lack of

respect, and restore the dignity that has been shattered.

Members should continuously recommit themselves and undertake to render a

responsible and effective service of high quality, with integrity towards improving

the service.

As mentioned in the literature review, the transformation of South African Police

was managed into three phases. Rationalisation, Amalgamation and Change.

Change meant the transformation of the Police into a professional, representative

efficient and effective accountable Service. From the research fmdings it is clear

that the third phase that deals with Change needs to be closely looked at.

According to Robbins (1996:20) members of organisations are increasingly

finding themselves facing ethical dilemmas. It is clear that SAPS is not an

exception to this. Members see people around them engaging in unethical

practices. For Robinson today's manager needs to create an ethically healthy

climate for employees. Some of his recommendations include writing and

distributing codes of conduct to guide employees in their ethical dilemmas.

SAPS members have signed a code of conduct that obliges them with integrity to

render a responsible and effective service of high quality, act impartially,

courteously, honestly, respectfully, transparently and in an accountable manner.

The code of conduct is in line with the eight Batho Pele principles in the White

Paper on the Transformation of the Public Service. These need to be enforced to

realise the commitment made in signing the code of conduct.

Some of his suggestions also include offering seminars, workshops and training

programmes to improve ethical behaviour. Anonymous contacts can also be

utilised for protecting employees who reveal unethical behaviour.

The major advantage of the new rank structure is that many levels of the previous

force had been cut, thereby making it easier for members to quickly reach the top.

The major disadvantage was attributed to the promotion system.

5. RECOMMENDATION FROM EACH DIMENSION

TRANSFORMATION

Transformation is an ongoing process designed to reshape the Public Service for

the new dispensation according to the SAPS's Change Management Status Report

of 1996. With this ongoing process, management needs to continue informing

members about the processes to ensure the success of the process. Considering

more than 80% who indicated that they do understand the vision and mission of

SAPS, agree with the goals that SAPS strives to achieve.

75% of respondents agree with the transformation goals, while 15% disagree.

Though there are more positive than negative members, even the negative

members need to be encouraged to be positive, to avoid them causing damage to

good work that positive members would have ploughed.

Again 41% of the lower ranks indicated that they were not informed about the

benefits of transformation and that their expectations (53%) were not met as a

result. It therefore becomes imperative to inform members about the

transformation benefits. Transformation policy needs to be drawn and clearly be

communicated to all members across ranks. This would in return eliminate and

minimize any kind of unreasonable expectations.

Karp (1996:181) has shared this view. He maintained that it is very important

that change is described in clear, concise and positive terms. For him most

changes will emerge from enlightened self-interest where people will ask "What

is in it for me". The more you describe the change in terms of benefits, the higher

the probability that change will be accepted and implemented.

RANKS STRUCTURE

While there has been an indication that members understand structural ranks, the

indication that the community is not clear about the ranks cannot be ignored.

Community education on SAPS activities, procedures that would also include the

rank structure need not be undermined. This would facilitate a better

understanding of the organisation by the recipients of the service.

Again this type of community interactions would strengthen the relationship

between the Police and the Community. Identified effects such as lack of respect

by the community would be minimized. The image of the organisation would also

be nourished.

The image of the organisation that was mentioned to have been improved could

be more improved when the identified negative effects (lack of discipline) of the

present rank structure are minimized. The minimization of the negative effects

would build and maintain satisfied employees not only as a positive good, but also

as an essential condition for the success of the organisations.

An attitude study revealed largely that SAPS' members satisfaction was caused

by the fact that they were promoted. Serious dissatisfaction was caused with the

system of promotion. The rank system undoubtedly played a major role.

The following recommendations could assist with promotions problem.

Performance needs to be measured regularly

Performance needs to be measured objectively

Criteria for promotions need to be clear and fair

The process of promotions needs to be transparent

A system of pay progression, without moving to the next rank could be

introduced.

There has been an indication that promotion is a serious problem. According to

Carrel at all 1989:75, one of the most common techniques to solve problem of

lack of employee motivation is around pay increases. He went on to indicate that

managers and personnel officials have turned to the pay increase as a solution to

many problems for decades. According to him, pay increase gives an employee a

greater sense of worth, more take home pay, and a more reason to stay with the

organisation in a job which may be boring or unchallenging.

In the literature review Gouillard and Kelly 1995:6 introduced a model of

business transformation proven to be a powerful agent of cooperate evolution.

They maintain that transformation can be achieved by working simultaneously,

although at different speeds along the four dimensions Reframing, Restructuring,

Revitalisation and Renewal.

Unlike the old structure where members were getting promotions every two years

or per qualifications, today members needs what Gouillard and Kelly refer to as

Reframing. They define it as a process of shifting the company's conception of

what it is and what it can achieve. It opens the cooperate mind and infuses it with

the new vision. SAPS employees need no longer expect promotions every two

years. Their minds needs to be infused with performance related promotions.

The previous rank structure has been rated better than the new structure. Reasons

were based on the benefits that were available and now withdrawn e.g. leg

promotions and free medical aid benefits. These identified concerns in terms of

needs has to be reviewed and re-looked into. Their fmding needs to be

communicated back to members to eliminate any kind of resentment and

confusion.

Rigidity and red tape has been amongst the characteristics that described the

SAPS. Efforts to become flexible need to be ploughed into the environment to be

able to cater for the individual needs of members. This would also instil a sense of

creativity and strategic thinking that would add to the quality of service delivered.

According to Kenneth at al 1990:23 through flexibility various ideas and

approaches are explored.

(86%) of respondents indicated that higher levels are far removed from

grassroots operations. Higher ranks needs to make efforts to be in touch with

grassroots operations. This would give a sense of courage and support to those

who work at grassroots operation. Again higher ranks would get an opportunity to

be in touch with reality for realistic decision-making.

The findings indicate that decision-making is a management prerogative. 60% Of

the respondents disagreed with the statement that everybody is allowed to say

how things are done. A culture of participative management seems to be a

necessity. As a result, the quality of relations between different ranks will be

enhanced and individual responsibility together with creativity will be increased.

Sustermeister 1963: 25 indicated that this type of arrangement encourage the

development of individual self expression and creativity which are necessary to

the personal satisfaction of employees which is an essential ingredient of the

democratic way of life.

COMMUNICATION

The majority of respondents (48%) indicated that there is a culture of open door

policy. This culture needs to be maintained and strengthened whereby ideas from

lower ranks will be treated with some kind of consideration in the decision

makings process.

One-way communications has been the greatest concern amongst respondents.

Majority respondents (59%) indicated that ideas and directives flow down stream

easily, but upstream only with a tremendous effort. These should be strengthened

from the fact that channels of communication were found to be easy for everyone.

Efforts to stimulate two-way communication up the ranks as well as down the

ranks are important.

According to Sustermeister 1963:303 one way communication affects employee

morale and accuracy of the information. Therefore a one-way communication

will be worth discarding for a two-way communications to make accurate

judgements on how right or wrong things are.

Again for Sustermeister 1963: 301 in one way communication where one sits and

listen, one is likely to feel frustrated and uncertain about what he does get. The

frustration and uncertainty is likely to grow because one has no way of making

sure of things one isn't sure of.

SAPS Soweto keeps informing personnel about important events that are taking

place. 57% agreed that indeed this really happens. It is a positive step and needs

to be maintained and strengthened. Most of respondents who agreed were from

the Area Office. By implication, it means Area management does inform

members about issues, however the more the information is distributed to stations

and units, the more it becomes distorted.

Hall et al 1992:9 mentioned that the high impact of successful internal

communication is improved self-image and morale, commitment as well as

productivity. He asked a question, how can you create commitment and drive

within an organisation if your people are not well informed.

MORALE AND PEOPLE MANAGEMENT

There has been a strong indication that the identified disadvantages negatively

affects the morale of members. Amongst other effects mentioned, the following

were repeatedly quoted: being negative, demotivated, a sense of hate, frustration

and feels like resigning.

Police killings and injuries on duty have been rated one of the most serious aspect

that makes employees unhappy. This leads to insecurity and living with fear.

Training of members in defence as well as community mobilisation against police

killings is important.

Unfair discipline such as unfair promotion and unfair suspension were mentioned

several times. There is a need to establish fair, non —biased and objective

disciplinary procedures.

This could be done by means of training, to develop capacity, through necessary

knowledge, skills and attitude to efficiently perform tasks with an aim to deliver

quality service.

Unfair treatment in terms of transfers was also a concern. Again transfers needs to

be objective consistent and fair.

The increasing crime rate has not only become a key challenge to the new

government, however SAPS members indicated that it is a threat to their future

and cause a lot of uncertainty.

The implementation of the National Crime Prevention Strategy ( NCPS) which

seeks to address the environmental and social factors which facilitate criminality

needs to be seriously considered. The NCPS has four pillars:

The Criminal Justice process-which concerns programmes aimed at making the

criminal justice more efficient and effective.

Reducing crime through environmental design- which focuses on designing

systems in a way which reduces the opportunity for crime and increases the ease

of detection and identification of criminals.

Public values and education- it concerns initiatives aimed at changing the way

communities react to crime and violence. It involves programmes, which utilise

the value of public education and information, in facilitating meaningful citizens

participation in crime prevention

Trans-national crime- is aimed at improving the controls over cross border transit

related to crime and confining the refuge which regional boarders provide which

includes international crime syndicates.

The implementation of the NCPS will address the root causes of crime in South

Africa- the poor socio-economic condition, environmental and social factors that

prevail.

Sustermeister, 1963:441 relates morale with absenteeism and turnover. He

indicated that organisms tend to avoid those situations that are punishing to seek

situations that are rewarding. Therefore the identified punishing situation needs to

be eliminated to strengthen members' pride and a sense of loyalty. This would

also make the job more interesting than ever.

The majority of respondents 50% mentioned that they are given tools to do the

job, specific tools such as manpower and vehicles were mentioned as insufficient.

This results in e.g. work overload. It is therefore important to conduct a resource

audit to determine areas that needs intervention.

A needs audit and analysis would also be important to develop motivation models

that are realistic. Certo, 1989:380 mentioned that understanding of motivation is

based on the understanding of human needs.

The fact that ideas from lower ranks are not taken seriously has been emphasized

to a large degree. Efforts need to be taken to closely look at the needs and

aspirations of employees at all levels.

The incentives available to members need to be reviewed, to determine their

adequacy and appropriateness. The incentives would include remuneration,

allowances and merits. Other non-monetary incentives such as simple recognition,

letters of commendations and certificates of commendations could be explored.

Sargent, A 1990:71 indicated that recognition can take many forms including

awarding, quietly and tactfully, a privilege or two. Extra time off, a meal for two,

a bunch of flowers, a birthday present for a child, are all ways of recognising

someone's effort or achievement.

There were indications that some of the incentives exist, however their

implementation is corrupt, unfair and connection based. Therefore the criterion

needs to be transparent, objective and fair.

According to Robbins 1996:20 members of organisations are increasingly finding

themselves facing ethical dilemmas. It is clear that SAPS is not an exception to

this. Members see people around them engaging in unethical practices. For

Robinson today's manager needs to create an ethically healthy climate for

employees. Some of his recommendations includes writing and distributing codes

of conduct to guide employees in their ethical dilemmas.

SAPS members have signed a code of conduct that obliges them with integrity to

render a responsible and effective service of high quality, act impartially,

courteously, honestly, respectfully, transparently and in an accountable manner.

Some of his suggestions also includes offering seminars, workshops and training

programmes to improve ethical behaviour. Anonymous contacts can also be

utilised for protecting employees who reveal unethical behaviours.

MANAGEMENT STYLE, PARTICIPATION AND TEAMWORK.

While there has been a strong indication, that there is trust and team spirit

between members more than 50%, there has been also an opinion that some

people are overworked while some have nothing to do. This might damage the

team spirit that exists if unattended. Management need to ensure equitable

distribution of workload to balance the load of work and prevent burnout.

There has been an indication that authority has not been delegated to the lowest

possible levels 46%. These need to be reviewed. Where delegation of power is

extended to the lowest possible levels, it will to ensure that decisions are taken

where the service can best be delivered. This might also require training to build

capacity to those charged to execute the powers.

This would be in line with what the ex- National Police Commissioner Fivas,

indicated in the transformation status report, as the primary focus of

demilitarisation.- the decentralisation of powers to local levels.

SAPS leadership has been described in variety of ways e.g. no experience, rude,

poor, bad, intimidating, ignorant and unfair. Management needs to be trained on

human skills. This includes the ability to work with, understand and motivate

other people both as individuals and group. These would build strong leadership

and bring about commitment from subordinates.

Policies and Administration has also been identified as factors largely

contributing to the dissatisfaction of members. The implementation of policies as

well as their impact needs to be assessed.

TRAINING AND EMPOWERMENT

For SAPS to bring about meaningful change, closer attention needs to be paid to

the development of employees' potential. According to Shea, G.F and Haasen,A

1997: 10 people have their self, their way of being, and their personal orientation.

Learning opportunities are a major source of motivation, as they allow individuals

to grow and to acquire new skills in order to meet more difficult challenges.

There was an indication that one is not required to perform functions that one was

never trained for. This obviously needs to be upheld, as it might affects the quality

of service provided by an untrained official.

Though training needs are well addressed, and related to individual career path, a

need for multiskilling cannot be overemphasised with the aim of making

employees more dynamic and to empower them to be able to face changes.

6. CLOSING

SAPS is faced with a challenge to engage in organisational discipline, to create a

Safe and Secure environment in South Africa. This would require a disciplined

service from men and women, high and low ranks, young and old to successfully

carry out the vision and mission of SAPS.

There is a need for continuous evaluation of SAPS as an organisation. The

philosophical core of all successful bosses is the quest to identify and eliminate

their own imperfections and deficiencies. Like spots on faces such defects are

often temporary. You can be in a state of perfect managerial health today and

reveal gross defects tomorrow. Such an evaluation can therefore not be

overemphasised.

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QUESTIONNAIRES

FOR SAPS

SOWETO AREA

AUGUST 2001

THANK YOU FOR YOUR CO-OPERATION Page 1

INSTRUCTIONS .

Thank you for your willingness to complete this questionnaire as part of the research on Transformation of SAPS Soweto. You have been randomly selected to answer this questionnaire together with employees of SAPS. Please note, we are not asking you to record your name on this document.

Your answers will remain completely confidential. The questionnaire will take approximately 20 minutes to one hour to complete.

Please decide whether you agree or differ with each statement and mark your answer with a tick (P) in the applicable block. Avoid answering "undecided" on too many occasions, as this tends to skew the results.

Please note: there is no correct answer, simply give your opinion. The scale of 1 to 5 is simply a methodology used when analysing the results to ensure that we correctly interpret your opinion. The scale refers to the following: 1 = Completely disagree 2 = Disagree 3 = Undecided 4 = Agree 5 = Completely agree

EXAMPLE:

Question 1: SAPS is a caring organisation. Completely Disagree Undecided Agree

Completely

Disagree

Agree

If you fully agree with this statement, tick the circle under "Completely agree".

3 1 2 4 5 If you do agree with this statement, tick the circle under "Agree". `Fl

4 5 2 3 1 0 If you are not sure, or do not know if you

agree/disagree, tick the circle under "Undecided".

1 2 3 5 4 If you disagree with this statement, tick the circle under "Disagree".

2 3 5 4 1 If you fully disagree with this statement, tick the circle under "Completely disagree".

1 2 3 4 5

ADDITIONAL TIPS:

When a question refers to a Station, think of your immediate Station/Satellite/Contact Point/Unit. Please answer all the questions and choose only one answer per question.

Upon completion of the questionnaire, please place it in the "drop box" at your Station/Unit .


SECTION I - BIOGRAPHICAL DATA

PLEASE PLACE A TICK IN THE APPROPRIATE BOX IN RESPONSE TO QUESTIONS:

1. WHICH STATION/SATELLITE/CONTACT POINT DO YOU WORK AT (This question must only be answered by those who work at a station/ satellite/ contact point)

AREA OFFICE Management ❑ 1

Diepkloof ❑ 2

Meadowlands ❑ 3

Dodsonville ❑ 4

Doronkop ❑ 5

Eldoradopark ❑ 6

Naledi ❑ 7

Orlando ❑ 8

New Canada ❑ 9

Kliptown 0 10

Protea Glen ❑ 11

Lenasia 0 12

Moroka ❑ 13

Jabulane 0 14

UNITS: CRIME PREVENTION AND SPECIALISED

Serious Violent Crimes CI 15

Sanab 0 16

Vehicle Crime Investigation ❑ 17

Family, Child and Sexual Offences ❑ 18

Fraud Unit ❑ 19

Dog Unit 0 20

Flying Squad 0 21

Nodal Point ❑ 22

Medico Legal Services ❑ 23

Public Order Policing 0 24

Vehicle Theft Guarding Unit CI 25

Greater Soweto Crime Prevention 26


2. WHAT IS YOUR RANK/POSITION IN SAPS?

Director/ Commissioner 1

Senior Superintendent 2

Superintendent 3

Captain 4

Inspector 5

Sergeant 6

Constable 7

Public Service Act Personnel (Specify rank: ) 8

Not applicable 9

3. HOW LONG HAVE YOU WORKED FOR SAPS?

Less than 1 year 1 II 1 — 2 years 2 IIII 2 — 5 years 3 II 5-10 years 04 Longer than 10 years 5 II Not applicable 6 I

4. WHAT IS YOUR AGE?

Under 25 years ❑ 1

26 - 35 years ❑ 2

36 - 45 years 0 3

46 - 55 years 0 4

56 - 65 years o 5

5. GENDER

MALE

❑ 1 FEMALE

0 2

6. RACE

AFRICAN ❑ 1

WHITE ❑ 2

COLOURED/BROWN ❑ 3

ASIAN/INDIAN ❑ 4


7. UNION AFFILIATION

SAPU ❑ 1

POPCRU ❑ 2

PSA ❑ 3

OTHER UNION ❑ 4

NOT MEMBER OF UNION ❑ 5

8. WHAT IS YOUR HOME LANGUAGE?

Xhosa 0 1

Sesotho ❑ 2

Siswati 0 3

Zulu 0 4

Sepedi (or North Sotho) ❑ 5

Afrikaans ❑ 6

Setswana 0 7

Tsonga (or Shangaan) ❑ 8

Venda 0 9

Ndebele ❑ 10

English ❑ 11

Other ❑ 12


SECTION II - DIMENSIONS

Questions which refer to "my Station/Unit..." describe your workplace area. 1. TRANSFORMATION

Completely Disagree

Disagree Undecided Agree Completely Agree

I know what is meant by "transformation of SAPS".

1 2 3 4 5 Management has done their job to ensure

success of the transformation process in SOWETO. 1 2 3 4 5

I understand the mission and vision of SAPS.

1 2 3 4 5 Management has clearly explained the

transformation objectives of SAPS. 1 2 3 4 5

I agree with the transformation goals that SAPS would like to reach.

1 2 3 4 5 The impact of transformation on overall

performance in SAPS Soweto (namely, on productivity, service delivery, employee morale) is monitored effectively.

1 2 3 4 5

There is more emphasis on customer satisfaction than rank.

1 2 3 4 5 Transformation in SAPS Soweto has lived up

to all my expectations. 1 2 3 4 5

The benefits of transformation have been clearly communicated to me.

1 ----3___ 4 5 2. RANK STRUCTURE

Completely Disagree


I understand exactly the structural ranks in SAPS Soweto.

1 2 3 4 5 I am clear about job requirements in my rank

level. 1 2 3 4 5

The present rank structure/The new rank structure has brought positive changes in the organisation. 1 2 3 4 5

I was consulted about the proposed rank structure before it was implemented.

1 2 3 4 5 The multiple levels in the rank structure are

conducive for service delivery. 1 2 3 4 5

The present rank structure is appropriate to achieve the envisaged vision and mission of SAPS. 1 2 3 4 5


I know the functions and responsibilities of other ranks within the structure.

1 2 3 4 5 There is a smooth coordination of work

between employees in different ranks. 1 2 3 4 5

Previous military rank structure was better than the new structure.

1 2 3 4 5 The new SAPS structure has ensured

effective service delivery. 1 2 3 4 5

The higher the level, the greater is the gap from grassroots operations.

1 2 3 4 5 Lines of reporting are rigidly enforced.

1 2 3 4 5 There are consequences for not following

the chain of command as laid down by the structure. 1 2 3 4 5

There is speedy delivery of service since the introduction of the new structure.

1 2 3 4 5 Values of teamwork are built within the

structure. 1 2 3 4 5

There is high respect for all personnel irrespective of rank.

1 2 3 4 5 Everybody is treated fairly irrespective of

rank. 1 2 3 4 5

There is improvement in representivity with regard to women and blacks at high ranks.

1 2 3 4 5 Given the authority one can solve problems

promptly. 1 2 3 4 5

Multiple rank levels are an obstruction to effective service delivery.

1 2 3 4 5 People on different rank levels relate

confidently with each other. 1 2 3 4 5

Remuneration is proper across ranks.

1 2 3 4 5 Skills and potential are more important than

rank. 1 2 3 4 5

Discrimination does not play a role when determining a person's rank level.

1 2 3 4 5 Everyone is allowed to say how things

should be done. 1 2 3 4 5


All ranks participate in decision-making.

1 2 3 4 5 Red tape best describes SAPS structure.

1 2 3 4 5 SAPS have a tightly controlled rank system.

1 2 3 4 5 2. COMMUNICATION/ INFORMATION MANAGEMENT

Completely Disagree


Personnel in my Station/Unit are kept informed of important events that are taking place in SAPS Soweto. 1 2 3 4 5

When decisions are made at higher ranks in SAPS Soweto, those affected in my Station/Unit are informed. 1 2 3 4 5

Information always comes undistorted.

1 2 3 4 5 Management practices an open door policy.

1 2 3 4 5 The information technology systems at SAPS

Soweto ensure that we receive accurate, relevant information. 1 2 3 4 5

Ideas and directives flow downstream easily, but upstream only with a tremendous effort.

1 2 3 4 5 At my Station/Unit important information is

communicated on time. 1 2 3 4 5

Communication channels in my Station/Unit are in place to keep me informed about important issues relevant to my work. 1 2 3 4 5

Channels of communication are easy for everyone.

1 2 3 4 5 I receive sufficient information to do my job

well. 1 2 3 4 5

In my station /unit people across all ranks talk openly with each other.

1 2 3 4 5 Sometimes decisions have to be taken

around here without the required information on hand. 1 2 3 4 5


3. MORALE AND PEOPLE MANAGEMENT Completely

Disagree Disagree Undecided Agree Completely

Agree

I am proud to be an employee of SAPS Soweto.

1 2 3 4 5 SAPS is the best organisation to work for.

1 2 3 4 5 I find my job interesting.

1 2 3 4 5 I feel happier in my job in SAPS than most

other people feel in their work. 1 2 3 4 5

I have a strong sense of loyalty towards SAPS.

1 2 3 4 5 All personnel across ranks are treated with

dignity. 1 2 3 4 5

There is a high level of morale at my Station/Unit.

1 2 3 4 5 Employee morale has increased since the

transformation process was started in SAPS. 1 2 3 4 5

I am happy about the way my Station/Unit is being run.

1 2 3 4 5 Most of the time I have to force myself to go

to work. 1 2 3 4 5

At my Station/Unit employees are treated as people, "not just an extra pair of hands."

1 2 3 4 5 I feel that SAPS values all of its personnel.

1 2 3 4 5 I am given the "tools" I need (equipment,

technology, physical facilities) to do my job well. 1 2 3 4 5

Being a subordinate equals to being insignificant and inferior.

1 2 3 4 5 In SAPS, benefits and remuneration are

adequate. 1 3 4 5


16. The incentives and reward systems keep personnel motivated.

1 2 3 4 5 17 I am commitment to work hard and smart in

SAPS Soweto. 1 2 3 4 5

18. The culture and environment in SAPS is conducive to good performance by all.

1 2 3 4 5 19 My superior sets a good example with regard

to complying with standards. 1 2 3 4 5

20. In my Station/Unit better performance is rewarded better.

1 2 3 4 5 4. MANAGEMENT STYLE, PARTICIPATION AND TEAMWORK

Completely Disagree


The SAPS rank structure is conducive for teamwork.

1 2 3 4 5 I have a strong sense of belonging.

1 2 3 4 5 There is trust between different ranks in my

Station/Unit. 1 2 3 4 5

Management at my Station/Unit trusts me to do my work.

1 2 3 4 5 People in my Station/Unit meet together only

when they have things to complain about. 1 2 3 4 5

Competition exists within ranks in my Station/Unit which gets in the way of achieving results. 1 2 3 4 5

In my Station/Unit some people are overworked while others have nothing to do.

1 2 3 4 5 The co-operation and support provided by

team members to each other in my Station/Unit ensures excellent service delivery.

1 2 3 4 5

People from different ranks solve differences and get down to service delivery.

1 2 3 4 5 10 There is a new mindset amongst

management in Soweto that allows for personnel to use their initiative and discretion.

1 2 3 4 5

Knowledge and information that is required to participate in decision making is given to all irrespective of rank. 1 2 3 4 5

In my Station/Unit, personnel can speak their minds and express their opinions without fear of victimisation. 1 2 3 4 5


Management in SAPS Soweto is establishing a good balance between autocratic command and control and participative teamwork and leadership.

1 2 3 4 5

Authority has been delegated to the lowest possible level.

1 2 3 4 5 Employees are asked for their ideas on how

to solve work problems or to improve performance. 1 2 3 4 5

Management in SAPS Soweto take issues raised by personnel seriously.

1 2 3 4 5 7. TRAINING/ EMPOWERMENT

Completely Disagree


Training in SAPS Soweto is slowly but surely building capacity amongst personnel to improve service delivery. 1 2 3 4 5

Lower ranks are provided with sufficient formal and on-the-job training.

1 2 3 4 5 I am given the training I need to do my job

well. 1 2 3 4 5

I am not required to perform functions which I have never been trained for.

1 2 3 4 5 The training provided by SAPS Soweto is of

the highest standard. 1 2 3 4 5

I have been trained to do more than one job so that I can help out where personnel shortages exist in my Station/Unit. 1 2 3 4 5

Training has been provided to management to empower them to lead the transformation process. 1 2 3 4 5

My training needs are addressed satisfactorily.

1 2 3 4 5 Training plans are related to career path.

1 2 3 4 5 Fair opportunity for training exist across all

ranks. 1 2 3 4 5

OPEN-ENDED QUESTIONS

1. What do you think has been the effect of the present rank structure on SAPS and on its employees?


What do you consider as the major advantages of the present rank structure?

What do you consider as the major disadvantages of the present rank structure?

Describe a time when you were happy in your present job with the SAPS?

What caused the happiness and how did it affect you?

Describe a time when you were very unhappy, very dissatisfied in your present job with the SAPS?

What caused the unhappiness and dissatisfaction and how did it affect you?


UNIVERSITY OF JOHANNESBURG UNIVERSITEIT VAN JOHANNESBURG

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Tel: 011 559-2165

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