With regard to diversity: What groups are underrepresented in your organization? How will you know that you have achieved inclusion, or how will you know that all groups, particularly those that are underrepresented, feel included in your organizational change plan, just as they are? Finally, what equity initiatives are necessary to achieve inclusion?
Use this info:
The Tombstone Police Department consists of over 13,000 employees, whose primary responsibility is to conduct patrolling services around the 155 unincorporated communities and over 40 cities in the state. Of that population, approximately 10,000 employees are officers, and approximately 3,000 employees are civilian staff, all operating in an area of just under 500 square miles. Male employees make up 81% of the staff, while females encompass 19%. The department’s racial demographics are diverse, with 44% of officers identifying as Latino, 35% identifying as White, 11% identifying as African American, 10% identifying as Asian, and 0.2% identifying as American Indian.
This department isn’t underrepresented. This department uses affirmative action, which has been shown to cause more harm than good. Make that argument.
Answer the following questions for this discussion prompt.
How do you foresee incorporating (or how have you already incorporated) knowledge-related (theories of learning such as information processing, etc.) strategies into your implementation plan to build capacity for change within your organization or field?
And…
Briefly discuss any findings from your dissertation as they relate to motivation (self-efficacy, value, etc.) opportunities or challenges present within the organization. What challenges or opportunities do you foresee in garnering support among key stakeholders within your organization (or field) that might be addressed through motivation principles?
Use this info:
All the stakeholders in the Tombstone Police Department work jointly towards enforcing law and order within the region served by the department, thereby ensuring successful coordination and cooperation amongst all officers, which results in reduced rates of crime in the community. This study will focus specifically on the frontline officers affected by the department’s high turnover rates. This group is responsible for enforcing laws and ordinances; protecting life and property, issuing citations, making arrests, and preparing reports, meeting with community members; working as a team member; and providing information to the public and departmental units. If members of this group are not adequately motivated and eventually resign from the police department, the department will most likely fail to achieve its goals and overarching objectives.
The study seeks to evaluate the challenge of trust by junior officers in the senior officers, in order to establish how this affects their motivation and retention levels, given that lack of trust may demoralize them, reduce their work output margins, and may push them to resign. By building trust and confidence between the top leadership of the department and the frontline officers, the contention is that the department can reduce turnover rates. As a result, the community will benefit from the improved initiative and commitment levels of the frontline officers, enhanced security, and reduction in crime rates.
The purpose of the study was to examine the how distrust (Zeffane and Melhem, 2018) of the Tombstone Police Department’s top leadership by frontline officers as well as its influence on the motivation and retention levels of police officers. While a complete performance evaluation would focus on all stakeholders, for practical purposes, the stakeholder of focus in this analysis was the frontline officers. The study focused on the officer’s motivation and organizational influences related to communication and trust in leadership.
The questions that will guide the study are:
In what ways do frontline officers feel that open communication with their leadership regarding the challenges they encounter is inhibited or supported?
What is the frontline officers’ motivation related to openly communicating in order to increase trust within the organization?
The study used the gap analysis technique developed by Clark and Estes (2008) to identify the motivation and organizational influences influencing the ability of frontline officers to achieve their stakeholder goal; the approach of this study was adapted to an exploratory research design and undertakes a modified approach to the Clark and Estes gap analysis framework by omitting the knowledge and skill component of the model
Answer both of the following questions for this discussion prompt.
Of the evaluation approaches discussed in the readings, which one might be most suited to
1) Utilization within your current organization, given your context-specific culture and current approaches to evaluation, and
2) for evaluating the changes you are recommending in your dissertation recommendations, given the organization or field you are examining?
Explain your reasoning for selecting the evaluation approach you think is best suited for each question. For some of you, the organization you currently work for may be the same as the organization you are studying for your dissertation.
Use this info:
While a complete performance evaluation would focus on all stakeholders, for practical purposes, the stakeholder of focus in this analysis was the frontline officers. The study focused on the officer’s motivation and organizational influences related to communication and trust in leadership.
The questions that will guide the study are:
In what ways do frontline officers feel that open communication with their leadership regarding the challenges they encounter is inhibited or supported?
What is the frontline officers’ motivation related to openly communicating in order to increase trust within the organization?
