COMMENT ON MORALE QUESTIONS
10. There are a number of suggestions which offer themselves for consideration, as viewed from an objective outsider stance and I set them out in no special order.
(i) Improved "in house" communications. The RHKPF was, and remains,
a highly professional, dedicated and disciplined para military force. By its very nature and strongly identified hierarchical structure, it does not lend itself to open management. Whilst the equal of any UK police force (and the better of most) in professionalism and performance, it does not hold that advantage in its internal dealings and communication. Greater flexibility should be the order of the day in changing times. Whilst personally lamenting the need for it,
one must recommend for consideration a greater involvement of the work force in the decision making process.
(ii)
Improved police/public/media communication. Traditionally the Police Service in general has tended to be secretive and insular.
In so doing we have often been our own worst enemies. A lack of hard information will lead to speculation and mischief making. Positive efforts to improve real communications based on mutual trust and understanding can be made to work to advantage. Cosmetic exercises such as open days or family days do not convince the cognoscenti. (iii) Government too, has a part to play in open handedness. The
former order of taking decisions on pay and conditions, establishments, logistics etc. etc. and simply imposing those results, are not conducive to good working practice. Negotiations should include representatives of those affected by their conclusions in order that justice be seen to be done. One small example of this was quoted to me from all sections of the Force. In the recent round of pay talks
affecting the junior ranks, the media was given (or assumed) the
fact that the pay award was in the region of 18%. The information was said to have emanated from "government sources". In fact only 5 members of the RHKPF received 18% and the remainder got very much.
less. The staff associations claim that this was deliberate mis-
information calculated to assuage public discontent. In the absence of representation at the decision making process, it is easy to see
how error could flourish.
/11.
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