1. Unit 6 Change Difficult Employees
Kaplan University

2. Change

3. What Causes Change in Police Work?
Legal System
Changing laws
Select enforcement
Social Values
Selection of supervisors from department
“the way it has always been done”
Technology
Record management, report writing, DNA, patrol car video, GPS, etc.
Police Unions
Have great influence
Estimated that 73% of police officers represented by union
Collective bargaining
Recommended changes should be discussed with union leadership and checked for conflict with contract
Can you think of other causes of change?

4. Today’s Officers Likely to be better educated
Rigorous selection results in highly qualified candidates
Increased diversity (age, gender, race)
Not used to no-nonsense leadership style
Need job satisfaction
What are your experiences with employees from different ages?

5. Two Types of Change Planned Change Unplanned Change
Which type of change goes more smoothly?

6. Accepting Change
Change will be more readily accepted if those affected are involved in the decision making process
Tell them the alternatives
Show how it will enhance things
Empower them with knowledge about the change
Show how it will meet needs
When possible, plan for the change
Phase in change over time
Will these steps guarantee acceptance?

7. Resistance to Change Ambiguity (doubt, uncertainty) The Police Culture
Controlling discretionary powers
How doe$ thi$ affect my $alary and benefit$?????
Habits
Relationships (shift changes, breaks)
Unpopular decisions
Other reasons for resistance?

8. Nature of Resistance Rational resistance Emotional resistance
The change creates more problems than it solves.
This type of resistance can be positive.
Emotional resistance
No basis in reason.
Harder to deal with.
Conflict should be worked through not overreacted to

9. Working for Change Know the issues. Communicate.
Then communicate some more.
Involve the employees.
Work with, not against.
Work through informal leaders.
Maximum involvement.
Mandated change.
Inevitable, but the supervisor must make it work.

10. The Difficult Employee

11. Employees as Individuals
Each officer has their own personality, needs, and strengths
Supervisors must develop knowledge about specific skills of subordinates
When an employee does not accomplish tasks or engages in unacceptable behavior the supervisor must take corrective action

12. Types of Employees Ambivalent Ascendant
Work-oriented, success driven, recognition, promotion, belief in self, goal orientation
Require little supervision
Indifferent
Perform at minimum acceptable level, earn money to concentrate on nondepartmental activities, never seeks promotion, status quo, just get by
Requires close supervision and documentation to correct unacceptable performance
Ambivalent
Most officers, intelligent, knowledgeable, oppose routine work,
Requires new assignments and praise
Do these descriptions remind you of anyone?

13. Expectations
Essential that every employee know the acceptable level of performance
High expectations result in high performance

14. Types of Problem Employees
Erudites
Opinionated, use expertise as power,
Supervisor acknowledge them but not allow them to take over leadership
Tyrants
Control orientated, do not respect others, intimidation
Supervisors needs an authoritarian response
Defeatists
Resist every idea, cynical, never have solution,
Confront with issue ask specifics

15. Types of Problem Employees
Manipulaters
Do anything to gain advantage, play officers against each other, create conflict
Supervisors must investigate action taken and find facts
Indecisives
Avoid making a decision, procrastination, remain neutral
Supervisor ask for specific response
Do these descriptions remind you of anyone in your organization?

16. Marginal Performer Performs just above acceptable level
No reason to work harder than necessary
Late for work, sick leave is a right
Never volunteers
Does not seek promotion
Blame management for their problems

17. Supervisor Response to Marginal Performer
Goal setting with plan to achieve them
Give responsibility
Praise when perform effectively
Encourage training and volunteering for new assignments
If employee fails to meet performance standards –documentation and corrective action

18. Work Stressors
Organizational stress affects organization and individual
Productivity decline
Moral decline
Sick leave use
Personal problems
Alcohol abuse, hypertension, depression

19. Task Stressors Danger Boredom Role conflict and ambiguity
Control over pace of work
Heavy work load and low control more stress
Shift work
Use of Force

20. Dealing with Organizational Stress
Early Warning Systems
Employee Assistance Programs
Critical-Incident Stress Management
Fitness for Duty Evaluations

21. Thanks for Your Attention