Career management in the South African Police Service

Abstract

The placement, lack of promotion linked with the appointment of public service employees (PSA) to police service (SAPS Act), and the turnover rate of the SAPS members pose a threat to the safety and security of the country. The purpose of this study was to contribute to the growth of the evolving practice of the human capital by determining how career management policies and procedures leverage the advancement of highly competent and skilled employees in the SAPS. The concepts of theories and models of career management and motivation were discussed with regard to the history, conceptual foundation, theoretical approach, types, variables, and consequences. The study adopted a qualitative research approach using data collection instruments associated with both quantitative and qualitative research paradigms. The thesis focused on a sample of SAPS employees from Forensic, Detective, and HRM divisions. In the process following the implementation of the survey and interviews, ideas and themes were identified in the data. The study found that the SAPS lacks effective career management programmes, and use career path and scarce skills policy as career management strategy. The study found that there is an absence of succession planning and that employees are unhappy with the promotional system of the SAPS. The study also found that the retention management policy is in the process of being implemented. The study recommended that to retain highly qualified and competent employees the proposed career management model would allow the SAPS to effectively manage the careers of all its members (who serve under the PSA and SAPS Act). Furthermore, it would enable the SAPS to retain its institutional knowledge and intellectual capital, which would allow it to provide better service delivery.