Obstacles impeding the transformation process in the South African Police Service

Abstract

The research problem that was investigated in this study was to identify, explore and confirm the problems and management obstacles encountered with the change process in the South African Police Service (SAPS) from the time when South Africa became a democracy in 1994. Although national legislation and SAPS policies and directives that encourage change in the SAPS indicated the movement towards change to implement transformation, it is questionable in what way these principles of transformation are successfully implemented, what the significance and implications of these legislation and directives are, and also the effect they have on transformation in the SAPS.

Data was collected from questionnaires, a literature study, focus group interviews and interviews. Structured questionnaires concerning transformation in the SAPS were designed and distributed to 39 station commissioners in the Pretoria and Soweto policing areas. Furthermore, a literature study including material such as official SAPS documents, media and newspaper reports, library sources and national legislation regarding change has been presented. Data was also collected from non-commissioned officials who participated in four focus groups interviews, and four semi-structured interviews were conducted individually with four station commissioners in the Pretoria and Soweto policing areas. International best practices have also been consulted.

The research conducted indicated that although progress has been made with transformation in the SAPS a breach exists between national legislation, SAPS policies and directives and the implementation thereof, which have an impeding influence on the transformation process in the SAPS. It is clear that internal communication is an essential and dynamic instrument in the SAPS, however, communication of the transformation process does not have the impact at ground level that it is supposed to have. It is also clear that members at ground level lack knowledge of the transformation process in the SAPS and the implementation thereof. In addition, conveying the sense of urgency to members at ground level need attention and must be communicated clearly and timeously. Training and development at the lower hierarchical levels of the SAPS also need priority to enhance service delivery, public relations, the morale and conduct of members. A high number of members also need to be motivated during transformation and their readiness towards the process has to be addressed to adapt to the changes. Reasons for resisting transformation in the SAPS need urgent attention as well because this has a negative effect on the daily functioning of members. The recommendations drawn from the conclusions made in this study may provide a number of solutions that can be implemented in the SAPS to reduce the obstacles impeding the transformation process in the SAPS to enhance and improve transformation in this organisation.