Economic downturns bring challenges to firms that require a very strategic operation for survival. These times imply reduced funds and lead managers to the realization of the companies’ most valuable assets. While in the past, downsizing provided a way out of the dilemma, modern management prefers to consider alternatives. Such decisions are based on the knowledge that human resource is an extremely valuable resource and that downturns are only periodical (Rainey & Chun 2005). Furthermore, the September 11 th attacks saw many airlines lay off workers in the hope of retaining funds. However, the move only saw more companies fall even further in performance while airline companies like the Southwest soared for using alternative strategies to downsizing. This essay is the plan of the Chief of Police in an attempt to find operational strategies necessary in dealing with an economic downturn. The chief’s plan is based on the requirement to lay off ten civilian workers and twenty sworn ones. The main aim of the plan is to increase operational capabilities through human motivation and proper management planning while complying with the law and employing sound management strategies (Wallace 2014).
Motivation Strategies
Given the mission statement of the agency which focuses on community and public safety, motivational strategies will involve interacting with the community. The agency will engage staff in community events every twice a month. These events will be inter-departmental sports matches or other community events of the staff’s choosing. It is important to acknowledge success and compliment the staff members in the speeches that the chief of police makes. The Chief also ought to constantly involve himself in important life events of staff members whenever possible. It means calling individuals to wish them happy birthdays or congratulate them on a new baby or marriage (Rainey & Chubn, 2006). This way, the staff members felt appreciated and acknowledged at the place of work. The agency ought to provide incentives to its staff for commendable work in the form of percentages on their salaries. Furthermore, simple conversations during a shooting practice allow staff members to remain focused and innovative thus higher productivity. It is necessary for the chief of police to allow his staff such motivation prior to a lay off first in order to be completely certain that the action is necessary (Wallace 2014).
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Motivation theories such as the Maslow’s Hierarchy of needs imply that the human mind works better when the person needs have been achieved at each level. It means that the process is psychological and that personnel has to achieve self-esteem and on the journey to self-actualization to remain motivated. The chief of police has a responsibility thus, to provide favorable working conditions in order to encourage working towards agency goals (Daley 2005).
Ethical Decision Making
The Patrol Division is a useful source of information for the chief of police considering downsizing. It is important to making proper ethical decisions in this case. It means that the officer married to the chief of police sister does not receive any special treatment over others. The chief of police ought to provide the same opportunities and interacts with his staff professionally at the place of work (Daley, 2005). In this manner, he is able to use personal experiences to interact with the staff while separating the same to avoid favoritism. In the event that the brothers in law’s performance or qualifications prove him to be extremely important an asset to the agency, then he should keep his job. However, in the event that he is not competitive enough to keep the job then the fact that they have a personal relationship should not contribute to his stay. Instead, he should be laid off. Such is the implication of ethical decision making ( Rainey & Chun, 2005).
Making strategic changes with the aim of increasing operations ought to comply with applicable laws. It means that the remaining staff cannot be made to work hours beyond those stipulated by the law. Moreover, the working conditions must meet the standards of the law. The agency can only cut off on programs and equipment that are not necessary. It has, however, the responsibility to provide required facilities and equipment as per the law (Wallace, 2014). The agency also must comply with standards of sound management. It cannot maintain the staff to be laid off as a sympathetic move if their contribution does not achieve goals of the agency. Furthermore, the chief of police cannot run an agency that does not show impact in its contribution to policing the community and public safety. It is thus necessary to ensure that the remaining staff work toward maintaining public safety. Use of research of records of cases of crime in the community is one way to evaluate the impact of policing in the community (Daley, 2006).
Downsizing External and Internal Influences and Fairness
After considering all factors for the move, it is important for the chief of police to lay off the staff in order to run the agency smoothly. The action ought to be carried out on the basis of performance and merit. This decision will be influenced by internal forces such as the staff members themselves( Rainey & Chun, 2005). It is common for anticipating staff to panic and attempt to explain their personal issues to avoid being laid off. While these may be emotional, they are not the only considerations to be used. Furthermore, issues of gender and race are also factors as the law requires balance. Involvement of the Patrol Division will be extremely important in making the right decisions (Rainey & Chun, 2005 ).
External factors involve the community and how it looks at the police force. In the event that a certain member of staff contributes greatly to the society and has indeed remained on good terms with the community then it would be unfair to lay them off. Furthermore, political factors involving issues of race and gender imbalance must be considered in the decision. Current issues such as police killings will also contribute heavily to making a fair decision (Wallace, 2014).
Dealing with Impact of Downsizing
While the motivation process will require attending events and making calls, it should not be costly to the agency. After all, the layoff follows a cut in economic resources. The chief of police should attempt to take advantage of events that do not require money and are already available. These events will be useful in motivation as well as replace future programs cut off due to lack of funds. Moreover, motivation will be more important at this point given the need to sustain good policing and the possibility of discouragement for the remaining staff given loss of equipment and general lowliness from lack of funds.
References
Daley, D. M. (2006). Strategic human resource management. Public Personnel Management. Current concerns, future challenges , 5 , 120-134.
Rainey, H. G., & Chun, Y. H. (2005). Public and private management compared. DOI: http://dx.doi.org/10.1093/oxfordhb/9780199226443.003.0005.
Wallace, D. (2014). Human Rights and Business: A Policy-oriented Perspective . Martinus Nijhoff Publishers.
