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Running head: WORK SYSTEM 0

Work Systems

Corey Couto

PART I

Defining the work system

It refers to a business system that facilitates the use of machines and information technology by participants to perform business activities with the aim of designing desired commodities and services for both internal and external customers. The concept of a work system transcends across various industries with every organization designing a unique and customized version of a work system that inherently complements the business structure and operations. A law enforcement agency is unique to the service industry which explains the need for a service-centric system that focuses on maintaining high loyalty and devotion among external and internal customers. The paper will focus on understanding the macro factors affecting the work system to evaluate possible areas of improvement with a proper analysis to justify the recommendations.

The processes and activities within a system define the complexity and diversity of the work system. In law enforcement, for example, there are numerous departments that need to work together to ensure the objectives of the organization are achieved. These processes should be well known to the participants to avoid confusion and wastage of resources during office hours (Alter, 2006). Activities include things like communication that should be frequent and accompanied by feedback, decision-making, coordination and control.

Participants play a critical role in the system be it they perform the work. The HR department is responsible for ensuring the participants in the system are well trained and informed about their roles and responsibilities. With the rise of the digital age, participants often incorporate the use of information technology (IT) in their daily activities, and law enforcement is not an exception. The use of technology promotes efficiency within the system (Petrie, 2004).

Information is important in agencies, and it includes both coded and otherwise. The need to protect sensitive client information calls for the need of tight security on information. Technologies encourage the use of machines that facilitates the spread of information within the department and from external sources (Mamalian & La Vigne, 1999). The services provided by law enforcement agencies vary depending on the specification. Federal agencies have a wide spectrum of operation which indicates the need for a more conclusive work system. Local agencies, on the other hand, have a smaller jurisdiction making the work less complex and intense.

The main external customer to a law enforcement agency is the public. With most LEAs created to uphold the law and facilitate the incarceration of offenders, their role is to keep society safe and maintain law and order. Internal customers play a critical role in a work system since their dedication determines the satisfaction of the external customers (Petrie, 2004). The environment refers to the atmosphere within which the system operates, and it can significantly affect the system although the system does not rely on the organizational environment to function. It includes aspects of culture, traditions, and norms that govern how the participants interact among themselves.

Infrastructure may be human, technical or information that all need to work together to guarantee the success of a work system. Strategies explain the concept of work systems and elaborate how they function and whether they are effective.

See Appendix Table 1

Issues and possible improvements

Law enforcement agencies form a crucial part of society that functions on the local, special, state level or in the form of federal agencies. Be what it may, most agencies have a protocol system and strict chain of command that maintains synergy and consistency within the system. With the focus on service delivery, internal customers/ participants should be the most motivated and inspired components of the workforce (Wilson et al., 2010). Law enforcement is a sensitive industry that requires the dedication of the officers and commanders to ensure the law is upheld. It is, therefore, critical to motivating and support the participants who interact with the system and the customers.

The HR department has the mandate of hiring and firing employees to ensure the organization has the required number of staff with the necessary skill-set. Staffing is often an involving and expensive affair which explains why it has to be scheduled and systemic. Recruitment is often done from applicants who have graduated from police academies, and every agency struggles to obtain attractive candidates. Staffing problem arises when the department cannot afford to attract and maintain desirable candidates.

Participants to the system form the central concern for the HR department that needs to keep them motivated and inspired. With LEAs dealing with a wide pool of customers, the participants can directly affect the external portrayal of the department (Petrie, 2004). A motivated workforce will be polite and courteous to customers that increase the goodwill and reputation of the specific agency. Participants can also exist as internal customers which highlight their importance in the entire system. In the event an agency is trying to enforce a new law, it is crucial that the officers themselves understand and appreciate the need for the legislation before trying to enforce it into law. With the support of the participants, the enforcement process is simplified since they can quickly address the concerns and questions of the customers and get them to appreciate the law in turn.

New recruits need training and guidance of how the department functions. On-the-job training is often recommended where the recruits are allowed to experience first-hand how the system works and gradually internalize their job description. This form of training is less disruptive to the work system plus it is desirable since it saves on very valuable resources. Law enforcement agencies cannot afford to lose the staff it has trained hence the need for staff retention strategies that reduce the staffing problems (Wilson et al., 2010).

Information also plays a critical role in the hiring and retention process. During recruitment, the trainees should be expressly informed of their duties are roles within the organization to prevent any cases of dis-gratification. Considering the importance of keeping the workforce highly motivated, all recruits should be enthusiastic and zealous to be participants in the system.

It is also important to ensure a conducive environment that supports and nurtures the individual talent of every employee. Individuals should be encouraged to make recommendations to the system which will improve morale and give them a sense of belonging and self-worth. The organizational culture should be inclusive and one where diversity is celebrated and embraced as opposed to being ridiculed. Recruits should be well received and treated as the futures for the department because without their support; the department has the potential to crumble once the veteran officers retire.

See Appendix Table 2

Justification for Recommendation

Retirement is an inevitable component of every workforce, and it is the responsibility of the HR department to ensure that the department maintains an optimal number of employees at any given time. This process avoids power vacuums which can easily distort the work system and result in unnecessary power struggles that may distract from the organizational objectives. The system should anticipate and prepare for retirement by allowing for apprenticeship programs where the veteran officers train their juniors in anticipation of their leave from the department. By allowing for such a system, the junior officer gets to learn about the processes and practices to ensure a smooth transition of power and responsibilities (Alter, 2012).

The last three years have seen numerous retirements and within the next year projected to have another 200 retiring including officers and up to the chief himself. These statistics clear reflect the staffing problem that needs immediate attention. With the active participation of the HR department, the agency can easily function without any disruptions due to the retirements (Wilson et al., 2010). By incorporating recruitment and hiring program that integrates with the retirement schedule, the agency can capitalize on the skills and experience of the outgoing officers. Having on-the-job training saves the department a lot of resources that would otherwise be exclusively dedicated to training. This kind of training will sharpen the minds of recruits and help them develop on-ground decision-making skills when handling different situations.

In conclusion, communication plays an important role within the system since it facilitates the understanding and implementation of the work processes. To improve morale and motivation, the participants to the system should be well informed of the duties and continually applauded for their achievements which will develop a unified and dedicated atmosphere within the department leading to a conducive working environment. Staffing decisions should be made based on the prevalent conditions, for example, in light of the projected retirement, HR should plan to recruit more individuals.

References

Alter, S. (2006) The Work System Method: Connecting People, Processes, and IT for Business Results, Larkspur, CA: Work System Press.

Alter, S. (2012) "Challenges for Service Science," Journal of Information Technology Theory and Application, Vol. 13, Issue 2, No. 3, 2012, pp. 22 -37.

Mamalian, C. A., & La Vigne, N. G. (1999). The use of computerized crime mapping by law enforcement: Survey results. US Department of Justice, Office of Justice Programs, National Institute of Justice.

Petrie, D.E. (2004) Understanding the Impact of Technological Discontinuities on Information Systems Management: The Case of Business-to-Business Electronic Commerce, Ph.D. Thesis, Claremont Graduate University.

Wilson, J. M., Dalton, E., Scheer, C., & Grammich, C. A. (2010). Police recruitment and retention for the new millennium. Santa Monica, CA: RAND Corporation.

APPENDIX

Table 1

Table 2