Strategic Plan
Goal
The global labor force shows a significant rate of gender inequality in employment rates and payment gaps. Although liberalization and feminist movements have neutralized the previously highly paternalistic world, there are still numerous strides that need to be taken to avoid these discrepancies. Women face many barriers when seeking employment. For instance, the glass ceiling effect is a constant resistance to women and minority population empowerment. Regardless of a woman’s level of education or expertise, the glass ceiling effect hinders them from obtaining top rank positions. Global statistics state that while approximately 74.7% of men participating in the labor market, only 47. 7% of women seek or find employment (Catalyst, 2020). Most women make a living from small scale enterprises due to the societal restrictions in their pursuance of higher education or employment opportunities. Moreover, the traditional perception that women can only serve as caregivers, child bearers, and homemakers precipitates the growing number of female unemployment. Catalyst (2020) contends that while only 41 million men take part in unpaid jobs, over 606 million women globally work without pay. These gender disparities are more common in some industries as compared to others due to perceptions of masculinity and femininity. There is a significant disparity in the employment rates between men and women in the policing sector. The gender lack of parity is largely due to misconception that law enforcement is a male-oriented job. Despite such prejudices, female officers show substantial promise in maintaining law and order. As a chief in a police department, I must ensure diversity and equality for all employees. Out of the 200 employees in the department, only 10 are female. The aim of this strategic plan is, therefore, to increase women’s representation in the workplace and enhance their retention and satisfaction.
Objectives
One must use different tactics and strategies to achieve the goal of gender equality in the police department. Therefore, the objectives of the strategic plan are to understand the factors that lead to low levels of female employment and finding methods of bridging the gender gap in law enforcement. The strategic plan also analyzes the cultural settings in police departments that may deter women’s applications or efficiency. The society is also a large player in the perceptions that govern female employment. The strategic plan, thus, evaluates the impact of surrounding communities on the extremely low numbers of female police officers. Despite having similar credentials and qualifications as men, many female police officers globally lag in productivity and have lower pays (National Institute of Justice, 2019). Understanding the reason behind these discriminatory practices would aid in avoiding similar failures in this department. After analyzing all the factors that may lead to low female employment in law enforcement, the plan would identify methods of increasing incentives for female officer recruitment and retention in the police department.
Strategies
Interviewing the female employees in the department
Analyzing the perspectives and challenges of the female officers in the department helps in understanding the conditions necessary for their comfort. First, the interviewers would need to foster courage among the 10 women employees so that they can open up about their challenges without fear of retaliation. The use of confidential questionnaires or private interview sessions would make it easier for these officers to speak out honestly. These interviews would provide insight into female experiences working in male-dominant areas. Besides, interviews are critical in understanding ethnic, religious, and sexual differences that make it difficult for women to succeed in law enforcement.
- Interviewing the male employees in the department
Interviewing male police officers is essential as it creates an understanding of their views and perceptions. It is critical to note that male employees in the department are a key aspect in increasing women representation in the workplace as they often act as aggressors towards female officers. Here, the interviews can rate the level of hostility or indifference towards female employees. If the male employees respond with malevolence, then the department would need to take more strides in their education on the critical nature of gender equality in the workplace. Additionally, male employees may provide more insight into the causes of female discrimination in policing and also generate ideas that would reduce gender bias.
- Understanding barriers female officers face
The interviews, as well as extensive research on the deterrents of female officers, are critical in implementing strategies that aid in their recruiting and retention. According to the National Institute of Justice (2019), female officers face numerous barriers in their line of work. These women struggle to overcome the glass ceiling effect placed to deter all women and also face hindrances such as hostile working environments. The Bureau of Justice Assistance (2020) avers that the number of female employees in the policing department remains small since men refuse to open their doors to change. Therefore, male employees use hostile or subtle discriminations to scare female officers.
Additionally, women in the justice department face discrimination from the physical training assessments that are skewed in favor of men. It is clear that women do not have the same physical structure as men, and thus, should not be imposed on similar physical assessments as their male counterparts (National Institute of Justice, 2019). The police department in the U.S. and other nations, however, fails to understand these differences, thus setting female recruits to fail from the very beginning.
Women in law enforcement also suffer through subtle or explicit sexual harassment from their male counterparts. An interview conducted by the National Institute of Justice (2019) states that most men in police departments make offensive sexist comments to female officers and claim that these women are not strong enough or cannot take a joke if they report such acts. Moreover, those who report such instances are marginalized by their fellow officers and dubbed as “snitches”. Lonsway et al. (2013) state that around 50 to 75 percent are subject to sexual assault, offensive sexual advances, or harassment. Therefore, these female officers often fail to report cases of psychological or physical abuse due to a fear of retaliation. Lonsway et al. (2013) contend that such occurrences have significant impacts on a person’s personal and professional life. Continuous levels of discrimination often lead to poor performance, truancy, drug or alcohol addiction, and mental problems such as depression.
Double standards are also a prominent barrier to female officer employment. Most recruiters state that they want people who are completely dedicated to the job (National Institute of Justice, 2019). Therefore, the rule women out as incapable because most of them also play the role of primary caregivers in their homes. The idea that women are mothers and wives, and thus have limited time for their duties makes them least acceptable during employment. However, recruiters are often willing to hire male officers who are also married, have children, or are responsible for the care of their parents. Additionally, most police departments give men numerous passes after failing or making offensive comments. Women, on the other hand, may go through expulsion or in extreme situations, lose their jobs due to minute mistakes.
Female police officers also have limited support from society. Due to the world’s traditional beliefs of men as the protectors, communities often label female officers as incapable of solving crimes or providing security. According to the National Institute of Justice (2019), people always question female officers when they arrive at a crime scene asking them when the ‘real police’ would arrive. From such an example, it is clear that discrimination is not just an internal problem in the police department but a product of wrong societal stereotypes. Moreover, female officers lack enough support from mentors or managers, a factor that predisposes them to be undervalued or unappreciated by their male counterparts. Managers in police departments also fail to provide promotional opportunities to female officers, thus reducing their morale at work. Factors such as low salary satisfaction, lack of progress, and frustrations with the department lead more policewomen into quitting.
Higher workloads are often allocated to female officers. In most cases, female police do not get to go to the field because their supervisors contend that they are not strong enough. Therefore, these female officers work on filing numerous documents. The National Institute of Justice (2019) also states that some women work overtime without additional pay. Since women also are primary caregivers at home, the work burden from both places may lead to unhealthy and frustrated officers.
- Cultural Factors
The law enforcement sector is always dubbed is a ‘boys club’ and thus discriminates upon women. Haake (2017) contends that the male-oriented organizational culture in law enforcement is due to hegemonic masculinity. The culture creates barriers for all interested parties that are not male and white. Additionally, the hegemonic culture endures the discrimination of all recruits or applicants who are not heterosexual. Therefore, to be eligible for the police department, women have to work harder than men and perform better.
- Understanding the Critical Nature of Women in Policing
Women play a very significant role in any police department. First, due to their empathetic and gentle nature, female officers decrease the rate of excessive force or police violence (Bureau of Justice Assistance, 2020). Females often prefer to incorporate tactics that do not necessitate combat in crime deterrence. Such a trait also helps societies, especially marginalized communities, feel more at ease with female officers. Female police officers also aid in diffusing tense or heated situations that may lead to unnecessary combat or death. Therefore, they aid in reducing litigation costs for police departments and enhancing their male counterparts’ quality of life. The Bureau of Justice also states that women are effective in addressing cases of violence against women, domestic crimes, and sex felonies (Bureau of Justice Assistance, 2020). The presence of women in any task force also reduces discrimination levels.
- The Recruitment and Retention of Female Police Officers
After gaining insight into the cultural and societal barriers that female officers face, one can create a viable work plan that actualizes the increase of women representation in the labor force. As the chief in the department, I must first sensitize all the male officers on the right form of treatment for their female counterparts through training. A training program would significantly impart knowledge on factors such as sexual harassment and the essence of equality (Bureau of Justice Assistance, 2020). Additionally, the plan necessitates policies and regulations that enforce stringent disciplinary action for all employees who fail to follow equality laws. Such disciplinary actions can vary from expulsion to litigation, depending on the extent of the crime.
The second major step would be to make the department’s conditions comfortable for the 10 female employees to prevent turnovers. For instance, the department could create an open space where women could report any form of violence or harassment. Social media platforms often serve as a quality communication channel as the department could create an encrypted channel between human resource managers and female officers.
Only after ensuring proper working conditions for the present officers can the department move to recruit other women. Changes in the department’s values and mission also aid in encouraging female employees. Therefore, the department’s vision should have goals such as equality, justice, and diligence. The recruitment program would entail of advertisement and outreach programs. Recruits would then pass through a field training program to place them at par with their male counterparts. Additionally, the recruitment process would have flexible physical fitness needs that suit the female physique. The background information search, oral, and written examinations would also have modifications to fit individual needs. For instance, the Bureau of Justice Assistance (2020) states that although women generally perform better on written tests, the examinations may need adjustments to prevent adverse effects on minority groups. The female employees also need to feel comfortable and supported during childbirth and nursing periods. Therefore, the departments should provide light-duty tasks, maternity leaves, and childcare areas for female officers.
In most cases, women receive unfair treatment partially because of performance monitoring routines that predispose them to fail. The department should, hence, create performance evaluation platforms that don’t only monitor the physical aspect of policing work. Finally, the program must construct effective recognition and reward programs that equality promote men and women to higher positions due to merit.
Budget
Expense
Price
Training against sexual harassment
5000$
Field training programs
14000$
Youth outreach programs
5000$
Use of social media for advertisement and sensitization
2000$
Designing recruitment posters
1000$
Hiring mentors
4000$
Increasing the number of field training officers
7000$
Forming a recruitment committee
3000$
Hiring legal representation
15000$
The training against sexual harassment figures (5000 dollars) is broken down into two parts. The first 3000 dollars would be used in hiring experts such as counselors who can extensively impart information on the demerits of sexual harassment. These counselors would have weekly sessions for a month with male employees to make them understand the essence of respect and equality. The remaining part of the money would factor in helping female police officers understand their rights as women. Both parties would also receive training on sexual awareness, the embrace of diversity, and physical and mental health.
The second portion of the budget consists of filed training programs that would shape female recruits and prepare them for their career. Field training programs are money-intensive as they need ammunition, training equipment, proper and healthy diets, and safety gear. Therefore, the 14000$ would facilitate the proper initiation of recruits into policing by building their physical reflexes and mental stamina. Youth outreach programs are also critical in enhancing the employment of female police officers. Thus, capital is necessary for traveling to different schools and encouraging youth women to enlist. The expenses in such a task include travel fees, social media advertisements on youth groups, and hosting mentorship programs where female officers speak up about their calling to serve and protect their communities.
After the completion of the training program against sexual harassment and unequal treatment in the workplace, constant reminders are essential to prevent poor conduct. Social media platforms are critical to sensitize all department workers and in creating a culture that encourages equality. The 2000 dollars would aid in sending weekly memos to all employees through email groups to remind them or the department’s policies. Recruiting posters provide officers with a platform to give the job description and qualifications to potential female candidates. It is therefore critical for these posters to be appealing and convene viable information. The figure (2000$) is also useful in creating consistency in poster creation. Apart from creating posters, a recruitment committee would also help in providing innovative and creative ways to entice the application of women into the department.
Since the project aims at increasing the number of female recruits to at least 25%, the department will need to increase field training officers. These trainers can be part-time police officers or professional trainers that are void of bias or favoritism. Therefore, they would need motivation in the form of wages to ensure quality work. Legal representation is essential in all policing departments to act as a source of advice to prevent litigation. However, a lawyer may act as a permanent employee for the department, thus the high financial need.
Leadership Styles and Theories
Proper leadership is a key factor in actualizing organizational goals. As the top administrator in the police department, I would need to strategize and use a leadership style that incorporates the needs of all current employees. Ensuring that all the 200 employees in the department are at par to increase female representation is imperative in successful recruiting and retention. According to Ahmed et al. (2016), the main leadership theories that retail relevance in society are the great man theories, trait, transformational, transactional, process leadership, and behavioral theories. From these theories sprout styles such as the transactional, democratic, laissez-faires, and transformational methods of leadership. Since the goal of the project is to embrace gender equality, the transformational theory and style would be sufficient in empowering all employees. The transformational theory aims at changing or transforming the existing cultures, beliefs, and opinions. According to Ahmed et al. (2016), transformational leaders increase an organization’s morality and motivation through engaging interactions with employees.
Additionally, a transformational leader leads through example and carry’s him or herself in a way that gains reverence from employees. Ahmed et al. (2016) state that In this case, I would encourage female employees to apply for senior positions and guide men into respecting and embracing such actions. Transformational leadership also breeds diversity as it would allow the department to work together on many projects. As a transformational leader, I would also work with individual employees to gain insight into their opinions, perspectives, and inhibitions in terms of employing more women. For instance, a female police officer could oppose the recruitment of other women because they do not want them to suffer from similar predicaments. Transformational leadership would help to create communication platforms where these female employees can peacefully raise their concerns.
The democratic style also springs from transformational theories. A democratic leader recognizes the organizational hierarchy but provides his or her juniors with opportunities to give opinions and make decisions (Ahmed et al. 2016). Therefore, I would incorporate transformational and democratic leadership styles in the implementation of equality rights in the department. The 200 police officers in the department would have the freedom to make recruiting choices that embrace diversity.
Theory of Police Officer Stress
Hypothesis
To successfully create a hypothesis in any topic, it is imperative to have a basic understanding of the topic at hand. According to Violanti et al. (2016, np.) stress is the “general rubric used to describe physiological change or impact brought about by environmental stimuli and psychological mediation.” All human beings face stressful activities that may deteriorate their physical and mental wellness. Police officers work in environments that predispose them to stressful situations. These include gunfights, child abuse, terrorism, and colleague deaths. In the U.S. for instance, there are over 804, 400 police officers in approximately 17, 784 agencies that face daily challenges in trying to maintain peace in society (Violanti et al. 2016). Police officers also suffer from constant societal pressures to maintain law and order. Therefore, a simple but viable hypothesis for understanding job-related stress from the persona of a front line police officer could be ‘Policing demographics may lead to work-related stress.
Independent and Dependent Variables
The independent variable in a study is the cause of activity or the unaffected variable. An independent variable cannot change to suit the needs of a dependent variable. On the other hand, the dependent variable is the effect derived from the independent variable. A dependent variable may be manipulated or altered. The independent variables in this study would be the policing demographics, daily work events, work motivations, rank, marital status, gender, educational status, job satisfaction, and the number of service years. The dependent variables would be the work-related stressors caused by adverse changes in the independent variables. Some of these work-related stressors include alcohol abuse, excessive smoking, high blood pressure, cardiovascular conditions, headaches, backaches, sleeplessness, obesity, depression, and thoughts of suicide. Violanti et al. (2016) contend that most police stressors are due to organizational setting factors. For instance, tiresome working shifts, overtime, long working hours, and exposure to traumatic events are all organizational constructs that predispose police officers to work-related stressors.
In some adverse instances, these stressors can lead to long-term depression and mental instability. Violanti et al. (2016) state that suicides although there is a reduction in suicide rates in U.S. police officers, such instances are still prevalent. In 2008, there were 102 suicides, and in 2012, 92 confirmed police suicide cases in the U.S. were due to organizational stressors (Violanti et al. 2016). Gender disparities are also evident in work-related stressors as 92% of police suicide cases are often male officers (Violanti et al. 2016). Post-Traumatic Stress Disorder (PTSD) is also a prevalent problem among police officers. Violanti et al. (2016) contend that 64% of police officers who have had repeated exposure to traumatic experiences suffer from PTSD or other psychological disorders. The policing occupation is, therefore, a key factor in the prevalence of stressors and psychological instability.
How to Measure Dependent and Independent Variables
- Independent Variables
Since the study uses first-line police officers, their rank would be evident, thus would only be measured using open-ended questions. The number of years in service would be measured in years with no specific range. Shift changes and rotations would be measured in terms of months. For instance, the participants could state that they have never had shift rotations, or have them every two, four, or six months. Questions dealing with marital status, the number of children, and academic levels would be based on binary dichotomous yes or no responses. Further analysis of the impact of these external factors may digress the aim of the study. Some other independent variables in the study would also make use of the 5-point Likert scale (Avdija, 2014). For instance, participants would be asked to range their level of motivation to work or job satisfaction on a scale of one to five. Although the Likert scale would provide a rough understanding of the participants’ inspirations, more open-ended questions asked in a semi-structured interview would provide significant information. The participants’ frequency in canceling and their perspectives on the stigma related to seeking counseling services would also be rated on a 5 point Likert scale.
- Dependent Variables
All dependent variables would be measured by noting the sum of self-reported health problems that the participants face. Since work-related stress leads to excessive alcohol or drug use, the participating officers would have to state the number of drinks they take in a day or the number of cigarettes they smoke. Sleepiness would also be measured by the number of sleeping pills participants use daily or through the observation of the rate of their alertness at work. Many other dependent variables such as headaches, high blood pressure, and work-induced back pain could be measures using a binary yes or no format. Suicide ideations or thoughts would be measured using open-ended questions for participants who are comfortable in discussing such personal issues.
How to Pick Samples
Before picking samples, researchers must understand the features of a good sample group. The most viable sample group is one that embraces diversity. For instance, the sample group should have differences in terms of race, ethnicity, gender, sexual orientations, religious beliefs, age, and geographical locations. Such a wide range of participants provides the researcher with adequate and extensive levels of data on different constructs. The sample group must also be able to understand questionnaires and respond soundly to questions in an interview. A good sample group should also be proportionate and randomly selected to avoid any form of bias or misrepresentation. Moreover, the sample must be consistent and willing to take part in the research study.
Although probability sampling is costly, it provides high levels of reliability. The sampling method also has more accurate error estimation techniques as compared to non-probability sampling. Probability sampling also has a smaller possibility of having systematic errors as compared to non-probability sampling. There are three forms of probability sampling; these are stratified, systematic, and random sampling. In stratified sampling, the researcher can separate the sample group into different forms based on a hierarchy of characteristics. Therefore, stratified sampling finds the characteristics that are more critical in a population and uses them in selecting a sample. Systematic sampling, on the other hand, occurs when a researcher’s population is significantly homogeneous. The researcher must first decide on sample size and then select participants on an interval basis. Finally, random sampling, as per its name, is the random selection of participants from a very large population. Each subject in random sampling must be selected independent of other samples.
The research study would use a stratified probability sampling method. Therefore, one would first divide the homogenous population into relevant characteristics such as gender, race, age, marital status, religious beliefs, and education level. After making such divisions, the researcher would randomly select participants from each category until they reach a suitable sample size.
Ethical Considerations
Every researcher should understand the ethical needs necessary to partake in research or experimental practices. According to Akaranga and Makau (2016), all human participants must have informed consent before being placed in a research study. Informed consent may be given verbally or by the signing of consent forms. All participants must also be free of any coercion to take part in the study. Therefore, research or experiment should not have any human participants that did not avail themselves voluntarily. Additionally, Akaranga and Makau (2016) also state that researchers must practice the principle of beneficence, meaning that they must not harm any of the participants in physical, emotional, mental, or psychological ways. The research is tasked with the role of providing participants with extensive information on the reason for the study, its aims and objectives, and the possible benefits one could accrue from its actualization. Similarly, the principle of non-maleficence emphasizes that the researcher should also state if the study has any possibilities for failure or no personal gain to the participant (Akaranga and Makau, 2016). Non-maleficence helps prevent any form of intentional harm on participants or minimize risks of harm. In the study on the work-related stressors, I would have to explain to the participants that they would not receive any form of pay or benefit before they sign the informed consent forms as a show of transparency and honesty.
Every researcher must also respect a participant’s wishes for confidentiality and anonymity. It is unethical to divulge any confidential information to external parties during a study. In instances where a researcher overlooks the needs of the respondents and breaches confidentiality rules, one could face litigation. Additionally, a researcher must not disrespect a participant’s privacy (Akaranga & Makau, 2016). For instance, if a participant refuses to divulge some personal information, the researcher must not try to acquire it under other means. Additionally, researchers should only access relevant content from a participant’s life activities. Therefore, the study on work-related stressors should focus solely on policing or organizational factors that lead to poor officer health. A researcher must also reveal all institutions and affiliations related to the project either as a financier or supporter. Declaring affiliations to the participants not only increases participant trust but also prevents future clashes between participants and these institutions. While writing and publishing the research methodology, a researcher must avoid plagiarism or copyright infringement. A researcher should also be keen when researching on similar studies and noting them down his or her literature review section of the research. Wrong information or statistics from a foreign source may hinder the integrity of the researcher.
Research Method
Research methods include surveys, observation, the use of focus groups, experimentation, interviews, and mixed methods. Most researchers prefer using mixed methods as they provide more efficiency. Using both observation and focus groups reduces result errors as the researcher can gain information through two different routes. Therefore, the research study would use mixed methods by utilizing semi-structured interviews and observation for maximum efficiency. For example, observing participating officers during work hours would be effective in analyzing their alertness and productivity levels. It would also assist in the researchers’ understanding of the challenges police officers face in their daily activities. Interviews, on the other hand, capture emotions and opinions that one cannot obtain through observation.
Qualitative Research Method
I would use qualitative research because the hypothesis in the study necessitates interviews and understanding of the participants’ opinions, challenges, experiences, and interpretations of work-related stress. Therefore, the study would not be scientific, thus does not require significant amounts of statistical data. Moreover, qualitative studies are essential in obtaining a holistic view of human experiences (Rahman, 2016). For instance, it is easier to understand a police officer’s level of mental health through informal interviews than by having stiff and impersonal surveys common in quantitative research.
Qualitative research also provides details in-depth, thus increasing the viability of the research results. Due to the informal nature of qualitative research, such as the use of open-ended questions, participants feel at ease to disclose information on their feelings, suicidal ideations, and thoughts of quitting fueled by the constant stressors present in policing jobs. A good example of the critical nature of qualitative research in the study is through analyzing the law enforcement culture. Most police departments follow hegemonic masculinity principles that discriminate against people who do not conform to the traditional norms. A qualitative research design using semi-structured questions does not limit participants to a box of possible responses. It also provides privacy and freedom to respond to the open-ended questions. It is more likely that a police officer of a different sexual orientation or race may speak up about his or her stressors in a qualitative research study as compared to in quantitative method.
Additionally, qualitative research provides better responses from individual perspectives. As compared to quantitative research methods, qualitative research uses a relatively small sample group (Rahman, 2016). Therefore, researchers have time to personally interview these participants separately and gain insight into their views. Qualitative research also records interviews, reevaluates their meanings while coding, and thus, has a better chance of getting effective results.
Limitations
All qualitative research studies are highly reliant on the interviewing skills of the researcher. Therefore, it would be difficult to predict whether participants would find the researchers trustworthy or friendly enough to open up. Similarly, some participants may feel uncomfortable opening up to new people or people from a different gender. Undertaking a qualitative research study could also predispose it to failure as it may be influenced by the researcher’s biases. To prevent such a limitation, a researcher must work with other professional analysts. Additionally, qualitative research may at times fail in achieving the anonymity and confidentiality of participant information while trying to analyze personal findings. Finally, a purely qualitative design limits the statistical data or empirical evidence available in a research study.