Law Enforcement Organization &

Administration
LEA 1
Lecture
Ferdinand O Toreno
Subject Instructor
INTRODUCTION

INTENDED LEARNING OUTCOME

DISCUSSIONS

Functions of a Personnel Unit

1.) Preparing policy statements and standard operating procedures relating to all
areas of the administration of human resources, subject to the approval off the
chief.
2.) Advising the chief of the department and other line officials on personnel
matters.
3.) Maintaining a performance evaluation system
4.) Creating an integrated management information system
5.) Maintaining an energetic and result-producing program to recruit qualified
applicants.
6.) Administering a carefully conceived process selection
7.) Establishing criteria for promotion to the various ranks, along with a method for
determining the relative qualifications for such appointments.
8.) Conducting a multi-faceted (all around) staff development program for personnel
of all ranks
9.) Developing and administering position classification and assignment and
evaluation
10.) Developing a plan of adequate compensation, distributed fairly among rank
assignment according to difficulty and responsibility of assignments and including
differentials based on special assignment, shifts, or outstanding performance
11.) Representing the agency during negotiations with police employee groups
12.) Conducting exit interviews with resigning officers to identify and
subsequently correct unsatisfactory working conditions
13.) Providing advice to managers and supervisors concerning human resource
problems
14.) Conducting an on going personnel research program
15.) Representing the police departments to the central human resource
management office or civil service commission.

Plans & Programs

1.) To rationalize the overall institutional framework for the country’s policing
system by clearly delineating and defining the coordination of police functions
and structures.
2.) To enhance the focus and coordination of police functions and operations
through a national internal security policy and strategy
 3.) To reengineer the police system towards strengthening police oversight, remove
institutionalized mechanisms that undermine unity off command and internal
management authority in the organization, which renders the agency’s
vulnerable to undue politicization and corruption.
4.) To fortify the institutional capabilities of the law enforcement agency by
improving administrative and operational coherence and efficiency, to
strengthen the unit station with the end goal of enhancing the quality of police
service and relationships with the community.
5.) To streamline institutional mechanisms and procedures in order to promote
speedy access to justice and legal protection, ensure police neutrality and non-
discrimination and foster respect for human rights and gender equality.
6.) To strengthen institutional mechanisms for the recruitment, training and
maintenance of corps of competent, well-compensated motivated professional
police force imbued with integrity, industry and a high sense of duty and honor.
7.) To clarify & instill a culture of public accountability.

12 Key Result Areas of PNP

1.) National Policy & Institutional Development – to formulate and implement a

national internal security policy and strategy, rationalize the overall institutional
framework of the police system, improve the functional delineation and
coordination between law enforcement agencies and the conventional police
institutions, remove institutional mechanisms that render the PNP vulnerable to
politicization and erode its unity off command and internal management
authority, strengthen the NAPOLCOM as body tasked with the formulation of
rules, regulations and standards for the entire police system, adopt mechanisms
for institutional continuity and stability, particularly in police leadership and
firmly establish a self-administering and managing professional PNP.
2.) Police Operations-to initiate reforms in rules and procedures in the conduct of
police operations, provide police stations with the appropriate work tools and
strengthen crime research to support more effective crime management
operations.
3.) Facilitate Development-to upgrade physical facilities and equipment in support
to police field operations, including the updating of police equipment standards
and the development of multi-year financing and procurement plan,
development off upgrading of the facilities, equipment and physical set up of the
PNP crime laboratory and the provision of model infrastructure for police
stations and substations. An important component off this program is the
improvement of capacities for the management and preservation off police
evidence.
4.) Human Resource Management & Development-to initiate policy reforms in
human resource development and improve human resources management
systems including staffing, recruitment and selection, personnel remuneration,
and police education & training, performance monitoring and evaluation, and
police discipline. Two important components of this programs include
reengineering of the institutional framework of police education and training and
particularly strengthening the capacities and organizations of the Philippine
 Public Safety College, integrating all police training therein, and strengthening
police education and training curricula and the establishment o PNP Pension
Insurance Corporation.
5.) Administrative & Financial Management-to reform & strengthen the resource
generation capacity of the PNP, streamline and improve the entire financial
management system by infusing more appropriate tools that will allow
systematic linkage between strategic & operational plans, budget prioritization
and detail formulation, decentralize administrative and financial management to
the appropriate enterprise units in the field, while strengthening and integrating
oversight administrative and financial management functions.
6.) Strategic Planning & Performance Management-to design & institutionalize a
strategic planning system within the PNP, strengthen operational planning
capacities off mission-critical units, develop results-based monitoring and
evaluation system which will be run at the operational and oversight levels of the
organization. An essential component of this program will be the formulation
and implementation of Crime Indicators System that will identify an appropriate
set of indicators that will guide the monitoring and evaluation of the country’s
crime situation and its performance, the corresponding procedures for data
generation and reporting.
7.) Information & Communication Technology-to develop and implement
Integrated Crime Management Information System or CMIS. The system will be
designed to work as part of the broader criminal justice information system
architecture. The CMIS will operate at the police station level providing
transactions processing modules that will feed into crime database, tracking and
monitoring system that will enable crime mapping and analysis at station and
higher geographical levels.
8.) Demonstrations of Excellence through Development of Best Practices-to
demonstrate the effectiveness of the fundamental institutional and system
reforms by combining them with a more comprehensive locality or community-
based peace and order planning and higher geographical levels.
9.) Public Information & Advocacy-to support the implementation of the
transformation program from start to finish by providing broad and stakeholder
information, education and advocacy strategies and interventions which will
engender active cooperation and support.
10.) Reform Management-take the lead in implementing the medium-term
reform program by enhancing the institutional framework and operating
mechanisms, prepare plans and manage the entire change management and
day-to-day reform development, content synchronization, and implementation
of management processes.
11.) Anti-Corruption-envisioned to prevent the issue of power and position in the
organization which undermines the integrity of the personnel along with the
promotion of integrity and morality as primer law enforcers.
12.) Promotion of Human Rights-aimed to promote human rights as basic value
in the conduct of operations and in accordance with the internal standards of
human rights & policing.
Working Hours

Law enforcement officers, like police officers normally work eight to twelve hours a
day depending on the nature and places of work. In cities, police officers usually work eight
hours and in provinces 12 hours a day. This does not mean, however that the police officer
will not respond to any call for duty during the hours that he is on off duty. Thus, exigency of
the service or when need arise law enforcers as public servants, have to work 24 hours a
day.

Maintaining Harmonious

Maintaining healthy employee relations in an organization is a pre-requisite for

organizational success . strong employee relations are required for high productivity and
human satisfaction. Employee relations generally deal with avoiding and resolving issues
concerning individuals which might arise out or influence the work scenario. Strong
employee relations depends upon healthy and safe work environment, cent percent
involvement and commitment of employees, incentives for employees motivation, and
effective communication system in the organization. Healthy employee relations lead to
more efficient, motivated and productive employees which further lead to increase in sales
level.

Manifestations of Bad Employee Relations

When the employee do not behave based on the accepted norms & behavior, is
known employee indiscipline. Absenteeism, change in employee’s behavior, slow
performance and grievance are all forms of employee indiscipline. Thus, when the employee
fail to meet management expectations in terms of standard performance and behavior, it is
referred to as indiscipline. In such case, it must be ensured by the management that steps
should be taken so that employees behavior is in conformity with the managerial
expectations.

Similarly, the employees also except from management to provide them a safe
working environment, air treatment, proper incentive, participation in decision making and
need satisfaction. The failure on the part o management to meet this expectations is termed
employee grievance.

When the employee fail to meet their own expectations whether in terms of
personal goals, career goals, performance, self-respect, etc it is referred to as employee
stress. Excessive work load, insufficient workload, peer pressure, excessive/unreasonable
use of authority by the management, lack off promotional opportunities, nature of job, etc
all again lead to employee stress.

Suggestion System
 Is a management system which involves employees on quality improvement. The
employees may suggest their ideas or the better attainment o organizational goals and
objectives. In the suggestion system, there is an effort for quality improvement that is
developed on:

 Continuous effort
 Personnel is involved even in trivial issues & concerns
 Personnel passion & creativity

Suggestion System Protocol

1.) Organization should encourage their personnel to make suggestions based on

their own work environments rather than on global issues
2.) Supervisors or evaluators need to respond to personnel as quickly as possible.
They should also respond to the submitting personnel positively. I somebody is
turned down on their first suggestion, they may never come back.
3.) The suggestion process should be simple. Some companies e-mail system,
Universal Card Services or set up toll-free numbers employees can call
4.) Recognize employees who make suggestions. The recognition can take many
forms. Many companies find it useful to recognize volume per employee or
volume per team with some sort of reward.
5.) Rewards need not necessarily be proportional to the size of the savings
generated from the suggestion. Some suggestions aren’t easily quantifiable, but
may have positive impact on the morale or customer satisfaction and should be
rewarded.

Grievance System

Grievance may be any imaginary feeling of dissatisfaction or injustice which an

employee experiences about his job and its nature, about the management policies and
procedures. It must be expressed by the employee and brought to the notice of the
management and the organization. Grievances take the form of collective disputes when
they are not solved. Also they will then lower the morale and efficiency of the employees.
Unattended grievance result in frustration, dissatisfaction, low productivity, lack of interest
in work, absenteeism & etc. In short, grievances arises when employees expectations are
not fulfilled from the organization as a result of which a feeling of discontentment and
dissatisfaction arises. This dissatisfaction must crop up from employment issues and not
from personal issues.

Grievance may result from the following factors:

a.) Improper working conditions such as strict production standards, unsafe

workplace, bad relation with managers, workplace is far away from home & etc.
b.) Irrational management policies such as overtime, transfers, demotions,
inappropriate salary structures
c.) Violations of organizational rules & practices
 d.) The manager should immediately identify all grievances and must take
appropriate steps to eliminate the causes of such grievances so that employees
remain loyal and committed to their work. Effective grievance management is an
essential part of personnel management.

How to Effectively Manage Grievance

1.) Quick Action-as soon as grievance arises, it should be identified and resolved.
Training must be given to the managers to effectively and timely manage a
grievance. This will lower the detrimental effects of grievance on the employees
and their performance.
2.) Acknowledging Grievance-the manager must acknowledge the grievance put
forward by the employee as manifestation of true and real feelings of the
employees. Acknowledgement by the manager implies that the manager is eager
to look into the complaint impartially and without any bias. This will create an
environment conducive to the work with instances of grievance reduced.
3.) Gathering Facts-the manager should gather appropriate and sufficient facts
explaining the grievance’s nature. A record o such facts maintained so that these
can be used in later stage of grievance management.
4.) Examining the Cause of Grievance-the actual cause of grievance should be
identified. Accordingly remedial actions should be taken to prevent repetition of
the grievance.
5.) Making a Decision-after identifying the cause o grievance, alternative course of
actions should be thought of to manage the grievance. The effect of each course
of action on the existing and future management policies and procedure should
be analyzed and accordingly decision should be taken by the manager.
6.) Execution & Review-the manager should execute the decisions quickly, ignoring
the fact, that it may not hurt the employees concerned. After implementing the
decision, a follow-up must be there to ensure that the grievance has been
resolved completely and adequately.

An effective grievance procedure ensures an amiable work environment because it

redress the grievance to mutual satisfaction of both employees and the managers. It
also helps the management to frame policies and procedures acceptable to the
employees. It becomes an effective medium or the employees to express feelings,
discontent and dissatisfaction openly and formally.

Improving Employee Relations

Employee relations must be strengthened in an organization. To do so, the following

points must be taken cared of:

1.) Employee has expectation off air and just treatment by the management. Thus
management must treat all employees as individuals and must treat them in fair
manner. Employee favoritism should be avoided.
 2.) Do not make the employees’ job monotonous. Keep it interesting. Make it more
challenging. This can be done by assigning employees greater responsibilities or
indulging them in training programs.
3.) Maintain a continuous interaction with the employees. Keep them updated
about company’s policies, procedures and decisions. Keep the employees well-
informed. Informed employees will make sound decisions and will remain
motivated & productive. Also, they will feel as a member of organizational family
in this manner.
4.) Employees must be rewarded and appreciated for a well-done job or for
achieving/over-meeting their targets. This will boost them and they will work
together as a team.
5.) Encourage employee feedback. This feedback will make the employers aware o
the concerns of employees, and their views about “you” as an employer.
6.) Give employees competitive salaries. They should be fairly paid for their talents,
skills and competencies.
7.) Be friendly but not over-friendly with the employees. Build a good rapport with
the employee. The employee should feel comfortable with the
manager/supervisor rather than feeling scared.

Employees Stress, is a growing concern for organizations today. Stress can be

defined as lively circumstances in which people face constraints, opportunities, or loss of
something they desire and for which the consequence is both unpredictable as well as
crucial. Stress is the response off people to the unreasonable/excessive pressure or
demands placed on them.

Stress is not always negative. It may also bring out the best in individual at times. It
may induce an individual to discover innovative and smarter of doing things. This positive
dimension off stress is called enstress. But usually, stress has negative implication and then
negative aspect of stress is termed as distress. For instance, when a subordinate is harassed
or warned by his superior, unhappiness off unsuitable job & etc. we can say that stress
causes people to break, and others to break records.

Symptoms of Stress

1.) Absenteeism-escaping from work responsibilities, arriving late or leaving early.

2.) Deterioration-in work performance, more of error prone work, memory loss & etc.
3.) Cribbing-over reacting, arguing, getting, irritated, anxiety
4.) Deteriorating health more of accidents
5.) Improper eating habits (over-eating & under-eating) excessive smoking and
sleeplessness.

Sources or Causes off Stress

1.) Organizational Factors-with the growth in organizational stress complexity, there

is increase in organizational factors also which cause stress among employees.

a.) Discrimination in pay/salary structure

 b.) Strict rules & regulations
c.) Ineffective communication
d.) Peer pressure
e.) Goals conflicts/goals ambiguity
f.) More of centralized and formal organization structure
g.) Less promotional opportunities
h.) Lack of employees participation in decision-making
i.) Excessive control over the employees by the managers

2.) Individual Factors- there are various expectations which the family members,
peer, superior and subordinates have from the employee. Failure to understand
such expectations or to convey such expectations lead to role ambiguity/role
conflict which in turn causes employee stress. Other individual factors causing
stress among employees are inherent personality traits such as being impatient,
aggressive, rigid, personal financial problems, sudden career changes all lead to
stress.
3.) Job-Concerning Factors-certain factors related to job which cause stress among
employees are as follows:
a.) Monotonous (repetitious) nature of job
b.) Unsafe & unhealthy working conditions
c.) Lack of confidentiality
d.) Crowding

4.) Extra-Organizational Factors-there are certain issues outside the organization

which lead to stress among employees. In today’s modern and technology savvy
(knowledgeable) world, stress has increased. Inflation, technological change,
social responsibilities and rapid social changes are other extra-organizational
factors causing stress.

Strategies for Managing Stress

Stress experienced by the employees in their job has negative impact on their health,
performance and their behavior in the organization. Thus, stress needs to be managed
effectively so as to set off these harmful consequences.

Organizational Strategies for Managing Stress:

1.) Encouraging more of organizational communication with the employees so that

there is no role ambiguity/conflict. Effective communication can also change
employee views. Managers can use better signs & symbols which are not
misinterpreted by the employees.
2.) Encourage employees’ participation in decision making. This will reduce role
stress.
3.) Grant the employees greater independence, meaningful and timely feedback and
greater responsibility.
 4.) The organizational goals should be realistic, stimulating and particular. The
employees must be given feedback on how well they are heading towards these
goals.
5.) Encourage decentralization
6.) Have a fair and just distribution of incentives and salary structure
7.) Promote job rotation and job enrichment
8.) Create just and safe working environment
9.) Have effective hiring and orientation procedure
10.) Appreciate the employees on accomplishing and over-exceeding their
targets.

Individual Strategies for Managing Stress

1.) The employees should make “to-do” list daily, prioritize the acts in the list and
plan the acts accordingly. Take regular breaks during work to relax. By effective
time management, the employees can achieve their targets timely and can meet
work pressure and thus, avoid stress.
2.) Do hard work. Strive to achieve your goals but do not do it to the harm of family,
health or peer
3.) Indulge in physical exercises. It helps in effective blood circulation, keeps you fit,
diverts mind from work pressures.
4.) Encourage a healthy lifestyle. Take a regular sleep, have plenty of water, have a
healthy eating habits. Promote relaxation techniques such as yoga, listening
music & meditation.
5.) The employees should have optimistic approach about their work. They should
avoid connections with negative approach employees.
6.) The employees should have emotional intelligence at workplace. They should
have self-awareness, self-confidence and self-control at workplace
7.) The employees should build social support. They should have close connections
with trustworthy peer who can listen to their problems and boost their
confidence level. This social network will help the employees to overcome stress
8.) Employee counselling is a very good strategy to overcome employee stress.
Through counselling, employees can become aware their strengths and how to
develop those strengths, their weaknesses and how to eliminate them, they can
develop strategies for their changing behavior. Employees are also given career
counselling which helps in reducing their ambiguities with regard to career.
9.) Find a fun way to release stress, such as cracking joes, playing sports & etc.
10.) Do not remain pre-occupied with yourself. Turn your focus outwards. Help
others. This will release stress.

Superior-Subordinate Relationship

It is said that if an organization wants to improve the quality o its products or

services, it should help team members develop their personal relationships and look at each
other more as people.

Dealing with Supervisors or Superiors

 1.) Keep your appeals with a boss brief, get right to the point and stick with the facts
that can act as backup.
2.) Know when to offer help without being asked for it, to take the blame and move
on in tough times, and when in doubt, assume personal responsibility.
3.) Give positive reinforcement. The employee should praise his boss for meeting,
listening, understanding, being open-minded and being willing to work with him.
4.) Never pass along workplace gossips that include the boss’ name, instead identify
a shared nonwork-related interest with the boss.
5.) Bosses prefer dealing with employees with whom they can effectively
communicate, rely and who could support them. In addition, they prefer dealing
with employees who are not overly aggressive with them. In other words, they
prefer dealing with employees who are able to calm down the working
atmosphere or have a tranquilizing persona.

Factors that Affect Interpersonal Relations

1.) Gender-women are generally better than men in interpersonal skills, and more
sensitive to interpersonal relations at work.
2.) Age- is generally acknowledged that interpersonal skills can improve throughout
life. In the normal course of a lifetime, they tend to increase as we learn to be
more aware of our moods, to handle distressing emotions better, to listen and
empathize, in short, as we become more mature. To large extent, maturity itself
describes this process of becoming more intelligent about our relationships.
Therefore, we presupposed that older people are more pleased with
interpersonal relations in their companies because they are more benevolent.
3.) Education Level-during the formal education process, pupils and students
acquire different types of knowledge and skills, depending on the focus and
length of their studies. When exposed to education longer, they develop various
skills, and master them better. The same said to be true of interpersonal skills.
The higher the employee’s educational level the better his interpersonal skills or
at least his knowledge about good interpersonal skills are. It is thus assumed that
employees with higher level of formal education are bigger critics of the existing
level of interpersonal relations.
4.) Hierarchical Level-for lower level positions, there is a higher premium on
technical abilities tan on interpersonal ones. At higher levels, the interpersonal
skills setting star performance apart. Consequently, it can be assumes that
employees at upper hierarchical levels are more aware of importance of those
skills and as a result more critical about the level of interpersonal relations in
their companies.
5.) Size of Company- it is widely acknowledged that smaller organizations have a
higher rate of family atmosphere. Due to the smaller number of links between
people and smaller number of hierarchical levels, communications in those
organizations are less formal and more open, and interpersonal relations are said
to be more friendly and relaxed.

Peer Relationship: Competencies

1.) Building Bonds-nurturing instrumental relationships. People who are good at
building bonds cultivate and maintain extensive informal networks, seek out
relationships that are mutually beneficial, build rapport and keep others in the
loop and make and maintain personal friendship among work associates.
2.) Collaboration & Cooperation-working with others toward shared goals. People
good in collaboration and cooperation balance the focus on the tasks with
attention given to relationships, share plans, information and resources, they
promote a friendly, cooperative climate and they spot and nurture opportunities
for collaboration.
3.) Team Capabilities-creating synergy in working toward a group. Team capabilities
are also important because when teams work well, turnover and absenteeism
decline, while productivity tends to rise.

In dealing with peers, calmness and patience are key issues. The emotional
economy is the sum total o the exchanges of feelings among the personnel. Every
encounter can be weighted along a scale from emotionally toxic to nourishing. While
its operation is largely invisible, this economy can have immense benefits for a
business or for tone of the organizational life. In other words, good feelings spread
more powerfully than bad ones, and the effects are extremely salutary, boosting
cooperation, fairness, collaboration and overall group performance.

Finally, one of the skills that enables good interpersonal relations among
colleagues at work is conflict management. Although essential when dealing both
with superior and subordinates, conflict management is particularly useful for
negotiating and resolving disagreements among peers. People with this competence
handle difficult people and tense situations with diplomacy and tact, spot potential
conflict, bring disagreements into open, encourage debate and open discussion and
orchestrate win-win solution.

REFERENCE:

Police Organization & Administration (Inter-Agency Approach) by

Fernando B. Padduyao, Ph. D

Internet