Law enforcement is a unique field which is highly dependent on human resource development (HRD) but is often times lacking in individual training and support. Regardless of the type of law enforcement officer (LEO), individuals in this field take numerous risks and may witness disturbing actions or scenes. As such, HRD must consider the emotional state of officers as much, if not more, than other elements such as training. Few law enforcement organizations provide full spectrum training which includes cognitive, classroom and affective (emotional) training.
[...] Therefore, law enforcement agencies can adapt many of the concepts used successfully in the private sector (p.1). Gibbons (1995) considers career development to have four levels; "establishment, advancement, maintenance, and withdrawal" (p.1). These four levels, when combined, enable law enforcement agencies to increase effectiveness while improving their employees' lives. Career development begins with establishing employment through recruitment. During the initial interview, the candidate is told of the organizations goals and mission. Problems arise when recruiters make unrealistic claims to the possibility of advancement in the organization when it is unknown whether such advancement is possible. [...]
[...] In the law enforcement field the employer/employee relationship tends to end once training is complete and an officer is established in the department. Most law enforcement agencies focus purely on training and ignore career development possibilities. When advancement opportunities within law enforcement organizations arise is usually "based more on appearances and luck than on merit and ability" (Gibbons, p 1995). Maintenance is the third level, or component, of career development; which focuses on maintaining a positive working relationship with employees. [...]
[...] The Federal Law Enforcement Training Center (FLETC) considers the LESLTP to be career development tool that provides a unique opportunity for law enforcement professionals to develop and refine their leadership skills in a leadership/supervisory training program designed for law enforcement" (FLETC, par.1, 2007). LESLTP focuses on the development of human capital, law enforcement culture and the organization's mission. The LESLTP is unique in that its staff consists of current and former supervisory law enforcement professionals (2007). Using law enforcement professionals allows employees, as students, to relate to the concerns of the instructor while learning valuable information based on the personal experiences of the instructors. [...]
[...] Finn (sect 1997) writes; " the cumulative effects of stress among officers in a department can lead Impaired performance and reduced productivity Reduced morale Public relations problems Labor-management friction "Civil suits stemming from stress-related shortcomings in personnel performance" (sect. "Tardiness and absenteeism" (sect.2) Increase in turnover due to leaves of absence and early retirements Increased spending for training and hiring of new recruits, and overtime when short-staffed as a result of turnover. Problems such as the above mentioned arise when employee needs are not met; job analysis and designs are tools in which organizations can use to meet those needs. [...]
[...] The KSA curriculum includes; Building skills to enable leaders to understanding and adapt to human behaviors Communication skills Team building Conflict management Human resource management Legal responsibilities Stress management Workplace diversity Performance skills Briefing skills Situational decision-making skills Leaders-in-training explore both work and life experiences as a group. Recent research has indicated the need for training methods and programs to focus on adult-learning. The LESLTP designed it core curriculum around the adult learning model which teaches through "lecture, practical exercises, case studies and self-directed learning" (FLETC, par.2, 2008). [...]
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