1.1 Background to the study
Change is inevitable in the modern organizations and it is imperative to research on how change related factors affect organizational performance. Change compresses us from our comfort zone and it cannot be avoided (Sidikova, 2011). According to Kitur (2015) Organizational change occurs in many forms: merger, achievement, joint endeavor, new leadership, resources, technology implementation, organizational restructuring, and change in regulatory compliance. Planning for change can take many before being forced upon an organization due to a shift in the environment.
Change in an organization can be necessary and modify the manner in which organization operates, or it may be incremental and moderately change the manner in which business is conducted. Change management refers to as a style of management which its purpose is to encourage organizations and individuals to effectively deal with the changes taking place in their operations (Green, 2007). For successful management of change in an organization, there is a need for managers and supervisors to understand the role of employee motivation in an organization.
Reforms in the police sector are common to many countries and have been considered vital of modern policing initiatives (Savage, 2007). The police are the representatives of government authority in terms of providing security to the public. Though they act under pressure both from state and non-state actors to deal with increasing wave of crime as well as the new threats to the national security, including those come from terrorism. The police must conduct their activities in accordance with the law and in relation to human rights every time they are in line of duty (CHRI, 2003). Nevertheless, has clearly indicated that police have in many times maintained applied a restricted reliance regarding use of excessive force and torture to the citizens who they are supposed to protect.
Police transformation and reforms across the world has therefore been shaped by the need for a people friendly, professional service with the ability to secure citizens and their property against aggressors without violating their basic human rights (Lundman, 1980). The police play a fundamental role in any political regime. Whether an authoritarian regime or a liberal democracy, the police are responsible for providing domestic security, ensure public order, enforce laws, and channel claims for justice. Police actions are intertwined with regime performance, as they showcase the state’s response to day-to-day issues. It is the police who are typically the first public officials’ people encounter or turn to when safety concerns are raised. Citizens’ perceptions of the police, therefore, are an important component of regime legitimacy (Cruz, 2010); Vargas, (2002) (Commonwealth Human rights initiative, 2003) when analyzing police behavior in Mexico, maintained that the behavior of the police reflects the behavior of the larger society. The end of the cold war in 1989 gave new impetus to pressures for political and economic liberalization around the globe (ICTJ, 2010).Aspiring democratic governance and strong economies require capable administrative and political structures.
A key element is a well-governed security sector, which comprises the civil, political and security institutions responsible for protecting the state and the communities within it. Reform or transformation of the security sector is now seen as an integral part of the transition from one-party to pluralist political systems; from centrally planned to market economies and from armed conflict to peace, and is a growing focus of international assistance (Hendrickson & Andrzej, 2002). Security sector reforms is now the agenda that is looking on how the security agencies and stakeholders can work together to bring efficiency and effectiveness in security across different jurisdictions. It refers to a plethora of issues and activities related to the reform of the elements of the public sector charged with the provision of external and internal security (Ball, 2014). Today, police are confronted with the ever-changing security scenarios that demand for police reforms meant to enhance efficiency and effectiveness. As such, many nations of the world have been preoccupied with putting in place policies that encourage security sector reforms (Edmunds, 2004).It is important to recognize that security is a critical pillar of statehood. In many African Countries, colonialism and the cold-war international system shaped security to emphasize regime survival. This created a security and intelligence system that alienated human security but created a ring around the governing regimes. The consequence with this was the mismanagement, personalization, corruption and lack of effective civilian oversight bodies on security and intelligence agencies (Jonyo & Buchere, 2011). Police around the globe are changing because of the challenges that are brought by the emerging issues such as terrorism. It would be hard to find a police service anywhere in the world today that is not alive to the imperative of change (Hoggett,et al 2014).
Kenya, like other parts of the world, is experiencing major changes in all sectors of the society and security which is a key aspect of development has not been left behind. The changes have been occasioned by increased democracy coupled with the effects of globalization. This has not only increased the demands in the security but has made it complex necessitating reforms in the security sector. Security agents are now expected to maintain law and order in an environment that is quite challenging.
1.1.1 Global Public Perception of Police Work
The police institution is the most discernible institution in the security sector and changes are important to ensure human security. With no effective enforcement agency on workaday safety, security as well as order, creates a potential threat to political, social, and economic development. Building a professional and transparent police service requires a need to develop a new policing style that is responsible to the needs of local communities as well as recognizing a need to prevent crime levels. On the other hand, police act as emblem. A police force whose its members have accepted change, can easily avoid oppressive practices and work for common good of every member of the community.
The relevance of having a police reform as an instrument of preventing crime is due to emerging needs of the organizations trying to push on the changes. The situation where reformers would-have intervened have extended as well. The urge to carry out police reforms and provide daunting political, financial, logistical and historical obstacles can be intimidating because sometimes it touches some of the issues of management, leadership, political will, attitudes, established behaviors and negative public perceptions.
In United States for instance, a change on police perceptions in regard to police work has been performed over the last hundred years (Renauer and Covelli, 2011). People’s perception on the work of police performance has increased in the last five decades (Hawdon, 2008). On the other hand public have been working together with police to ensure social justice in USA (Maguire and Johnson, 2010).
African Americans have been less favored by police as compared to whites (Nix et al., 2015). Over the recent times complex racism has been minor in USA because the principles of police in USA are to work effectively through equality, justice, fairness and minimal government intrusion (Renauer and Covelli, 2011). However, atrocities, and misconduct is still found in America but there have been minimal on injustice cases (Nix et al., 2015). Therefore, American citizens receive a great favor and mostly rely on police functions to ensure social justice.
In Canada Police service is reliable with th
e standpoint of serving th
e best interest of the public because the public have the strong faith with the service (O’Connor, 2008). Canadian public has high rating of approval of police works and they think police work is fair and visible in the community (Nickels and Verma, 2008). The role of the police in Canada to is to conduct usual functions such as directing traffic for preventing accident and to reduce the level of traffic jam.
Police also carry control measurements in the big cities in Canada and that brings high satisfaction level of public about police work (Aviv and Weisburd, 2016). Canadian police is highly respected by public because of their fairness and trustworthy behavior. Local police works with direct partnership with local community represents strong bondage between public and police (O’Connor, 2008).
However, youth has tendency to break the law, therefore they have a negative attitude towards police. When they become mature then their reliability on police becomes high (Nickels and Verma, 2008). The study of Aviv and Weisburd (2016) represents young people from well educated and high income family has more respect for police and young people with less educated and low income family has low respect for police in Canada.
India being the biggest country is Asian sub-continent with a population of twelve hundred million has two types of police (Nickels and Verma, 2008). One is the individual state and other is the national police which work under the command of central authority (Madan and Nalla, 2015). Corruption is of high level in the police officials in India but the national police officers have shown their dedication to work (Kumar, 2014). Research findings represent the failure of police force at many cases to detect the crime and failed at crime prevention strategy (Madan and Nalla, 2015). Crime prevention is getting top priority rather than crime detection in India (Kumar, 2014).
Japan being peaceful and one of the developed countries in the world according to Nickels and Verma (2008) is considered as the paradise of peace (Norton, 2007). The connection between the public and police is high where police get best support from public to maintain law and order justice. The morality of police officers is high in Japan where many western countries fail to ensure police officers moral activities (Nickels and Verma, 2008). The Japanese police maintain non-authoritarian manner and highly responsive to public opinion. Japanese police is friendly with public and they restrain constitutional rights and become highly accountable to local communities. The Japanese younger are less religious and conservative and less happy and have low confidence on police (Norton, 2007). However, married, more religious, more conservative and happier people have high confidence on Japanese police.
In UK police force is normally referred to as imperial police because of long tradition of policing in United Kingdom (UK). The colonial time based police force has momentum to carry legacy at Indian sub-continent (Houdmont, 2012). Therefore, British police has undergone major revolution changes after the decentralization process at UK society (Merry et al., 2012). According to British Crime Survey (BCS) (2009) the level of public confidence on police work has increased a lot (Barton and Beynon, 2011). BCS shows the growing tendency of community to work and co-operate with police to reduce crime from society. The community people inform police about community issues to detect crimes and to protect the crime to ensure social justice (Houdmont, 2012).
Latin American countries are normally described as post conflict and post authoritarian societies, including Colombia, EI Salvador, Guatemala, and Peru. The United Nations and foreign governments, especially the United States through the U.S. Agency for International Development, undertook intensive efforts to help the governments of several Latin American countries implement police force reforms in the 1990s. Police reforms in EI Salvador and Guatemala underscore the importance of a comprehensive reform framework in any agreement signed at the cessation of conflict as well as the significance of political consensus and political will.
In Bangladesh the modern police structure has long antiquity and its history started from the days of past of the Indian sub-continent (Madan and Nalla, 2015). The national functions maintenance and social security maintaining view requires police service where the position of the Police Act (1861) was conceded for ordering the police force in Bangladesh (Uddin, 2009); Bangladesh police branch has range police, special service, crime investigation, railway police, armed police battalion, metropolitan police, highway police and Rapid Action Battalion (RAB) services (Lambert et al., 2010). Police force is responsible for crime control and mass media plays vital role to control police activities for ensuring social justice (Islam and Mahmud, 2015).
Police reform has emerged as a top priority in Pakistan Government’s commitment for strengthening the rule of law. Despite many past reform efforts, it is only in about the last two years that Pakistan has viewed police reform as a critical developmental priority. The interest in reform stems from clear and overwhelming evidence that a fair, responsible, ethical and efficient criminal justice system is an important factor in the promotion of economic and social development and of human security. It also stems from the fact that law and order crisis in Pakistan has continued to deepen over time, and in recent years the police has been increasingly unable to cope with its increased responsibilities, particularly with regard to combating serious crime Police reform has emerged as a top priority in Pakistan Government’s commitment for strengthening the rule of law. Despite many past reform efforts, the interest in reform stems from clear and overwhelming evidence that a fair, responsible, ethical and efficient criminal justice system is an important factor in the promotion of economic and social development and of human security. Criminal justice system is an important factor in the promotion of economic and social development and of human security. It also stems from the fact that law and order crisis in Pakistan has continued to deepen over time and in recent years the police have been increasingly unable to cope with its increased responsibilities, particularly with regard to combating serious crime.
1.1.2 Public Perception of Police Work in Africa
In Africa the police reforms have focused have mainly covered on the accountability. The quest for police reforms in many African countries police services was driven by the fact that in the past they had been portrayed as inefficient and in several instances brutal as they were initially created for colonial suppression and providing security to the colonial authorities (Waller, 2010; CHRI, 2006). After independence their role was supposed to change from protecting the colonial interest to providing security to the citizens. This necessitated reforming and re-orienting them towards serving the members of the public in a non-discriminatory manner.
South Africa has the most successful police reforms in Africa. The counterrevolutionary strategy of the police was designed to destroy the African National Congress and its allies and to come up with a strong firm police and army presence in the townships. Changing the name of the force from the South African Police to the South African Police Service to reflect the intent to move away from the apartheid era police force to a national police force of the Republic of South Africa that proclaims racial tolerance;
However, the reforms in South Africa has successful overall, and the performance of the South African Police Service has been relatively satisfactory in terms of both its efficiency and integrity. The country’s community police forums are not as active as expected, in part because it is still ex
pected that the police w
ill take the lead in launching many community policing initiatives. The high crime rates in South Africa are partly responsible for the public’s declining confidence in the South African Police Service.
In South Africa, where the police transformation took place in the context of South Africa’s unique post-apartheid political climate, the first step in building a new police service was to build trust between a community and police driven by mistrust, a history of police repression and police brutality and violence. This was achieved through a focus on accountability, which meant the creation of parliamentary committees at both national and provincial levels, an Independent Complaints Directorate – an independent, non-police body empowered to deal with public complaints about the police and to investigate serious incidents of police misconduct, the building of Civilian Secretariats charged with a policing policy advice and monitoring role and the creation of Community Police Forums, to help entrench community involvement in their own policing.
In Nigeria reforms have been focusing accountability into its reforming police system. However, lack of political will, a too close political relationship with government and a lack of institutional capability within the reform mechanisms have been undermining factors. Nigeria’s accountability web includes multi-layer internal disciplinary systems, constitutional rights guarantees, a parliamentary committee on police affairs, a Police Council charged with supervision of the organization and administration of the police and a Police Service Commission mandated with appointment and disciplinary powers.
In Democratic Republic of Congo, the institution of police operates in a military style (Rauch & van der Spuy, 2006). Most of the Congolese senior police leaders were former army commanders. The operational culture fostered by this kind of leadership made the brutal and abusive behavior of lower ranking officers all the more likely. Until 2007, the Congolese police force headed by a brutal, corrupt crony of former President Laurent Kabila (Gambino, 2008: 15). His successor, former Air force Commander John Numbi, did not share the donors’ understanding of the police and began reemphasizing military style training against the explicit recommendations by donor organizations (Davis, 2009).
The police were accused of abuse of powers and corruption for enrichment (Rauch & van der Spuy, 2006). Contributing factors to the bad morale of the police were the poor living and working conditions of ordinary policemen, such as very low, irregular pay as well as a lack of the most basic equipment (International Crisis Group, 2006).
The state of the Congolese security institutions has been described by Gambino as minimally effective (2008: 6). The police, in its current state, are incapable of investigating crime and UN observers have encountered many officers sitting around their police stations instead of patrolling the district (Davis, 2009). The traffic police are known for systematically extorting bribes from private vehicles and public transport operators (International Crisis 15 Group, 2006). The low morale among the rank-and-file police is reflected in the lax political will to initiate change on a more senior level.
In Tanzania, the leadership of the Tanzania Police Force headed a review of its operations and the experience of the public with policing, resulting in the comprehensive Tanzania Police Force Reform Programme. Under this programme, various good initiatives have been implemented, including instituting Gender and Children’s Desks throughout Tanzanian police stations and to reform of the Police General Orders. In Tanzania, despite the step forward in preparing the Tanzania Police Force Reform Programme, the programme does not appear to be a priority with the government and insufficient resources have been allocated so that the goals of the programme remain unmet.
In Uganda, civil society worked with the Ugandan Police Force to establish an improved internal oversight unit, the Professional Standards Unit, and a standard complaint form that includes a receipt for the complainant. Additionally, a review of policing coordinated by the Uganda Police Force was undertaken, although the findings have not yet been published publicly.
An anti-torture law was enacted, and a road map for implementation was prepared and funded. In a great initiative, the Uganda Police Force prepared guidelines to improve prevention and response to incidences of torture and cruel treatment by the police. In Uganda, despite undertaking a thorough review of the police between 2007 and 2011, the review has not yet been made public, indicating a lack of commitment to the recommendations for reform.
1.1.3 Policing In Kenya
Kenya has undergone several improvements as part of the systemic police reform process: the coordination of the two police services under one Inspector General of Police; the establishment of an independent authority whose chief mandate it is to oversee the police; the establishment of the National Police Service Commission (NPSC); the creation of a more sophisticated internal police oversight body – the Internal Affairs Unit; the entrenchment of independence of the police; and the improved regulation of the use of firearms in accordance with international standards.
In Kenya, although legislation was passed to amend parts of the policing service, there are moves underway to amend this legislation and unwind some of the most progressive reforms, including in relation to police independence and police use of firearms. Additionally, the implementation of the new legislation and other reforms is slow, with long and unexplainable delays in the publishing of legislation; appointing key personnel; and the establishment and funding of oversight bodies.
However, despite steps towards reform, many challenges exist in effective implementation of these changes. Additionally, many of the problems that CHRI noted in the 2006 reports still exist: political interference; poor leadership and performance management; corruption; excessive use of force and torture; extrajudicial killings; and a lack of effective oversight and accountability. Perhaps most importantly, it appears that the commitment to reform and the oversight of the police is lacking from national leaders, including members of the government, parliament and senior police.
This is unfortunate, as national leaders should realize that security sector reform will, in addition to providing greater security and justice to the people as is the duty of the state, improve investment and development within their countries.
Despite the good practices that developed or improved since 2006, broadly speaking, the police institutions of all three countries continue to face the same challenges. These challenges must be addressed to build on improvements in policing and to ensure democratic and accountable police services. Similarly Kenyans continued to face several security challenges beyond the scope of Administration Police officers. There was an increase in crimes, renewed public disorder and decline public confidence in the police institution (Njuguna et al 2013.Therefore, the intention of this study is to determine the effects of change management strategy on service delivery in the Administration Police Service in Kamukunji Sub County, Kenya.
1.1.4 National Police Services
Before the Kenya police and the Administration police were run independently with both the heads being appointed by the president before the Constitution of Kenya (2010). The Kenya police originated from the imperial east Africa Company and the construction of the Kenya-Uganda railways. Over the years the Kenya police evolved into several units to meet the rising security needs into departments such as criminal investigation department, traffic department, paramilitary general serv
ice unit, Dog Unit, Railways, Di
plomatic police unit, Anti-stock theft unit, anti-terrorist unit, Anti-narcotics among others Administration police has also evolved into specialized units like rapid deployment unit, SGB which is in charge of government building and installations, border patrol unit besides the Administration police officers who carry out normal duties. The national police service is established under the constitution of Kenya (2010) and the National Police service Act (2011) which stipulates for the roles, structure of the organization and discipline of the police.
The functions of police service are to make efforts to uphold highest standards, have composition of disciplined and members with great levels of professionalism. To discourage and fight corrupt practices and champion accountable and transparent practices, To conform with the standards of constitution of human rights and fundamental freedoms and dignity; Training of staff to the highest level of competence and to uphold in high respect of human rights and fundamental freedoms and dignity and cultivate and champion good relationship with the wider society.
The inspector general is at the helm of the command structure of the national police service. Directly under the inspector general are two deputies in charge of Kenya police service and Administration police service. In the same vertical level with the two deputies is the Directorate of criminal investigation all chosen by the head of state following the recommendations that have been forwarded by the National Police Service Commission.
1.1.5 Administration Police Services
The history of Administration Police Services (APS) goes back in 1902 during the enactment of the Village Headman Ordinance. The work of the ordinance was to penetrate to the native areas, was ostensibly to bring the native into the money economy, enforce tax, control livestock movement, and regulate agriculture, labor, movement of people and various other social and economic regulations.
The village headman, as the chief was then known, was the prime instrument of the Regional Agents, as the District Commissioners were then known. The Kenyan East African Protectorate that became Kenya Colony in 1920 still had an uphill task trying to tie up two parallel economies. Already aspects of British Common Law and Indian Penal Code were in place but the contradictions in the formal and native economies brought about different values and diametrically opposed norms and incompatible cultures and laws.
The Kenya Police who were already in existence were focused in the urban areas, the railway routes and areas of the propertied classes. The village headman had in the meantime to rely on village “toughs” and bullies to affect the often unpopular policies of the Colonial Government and to put in place arbitration and other enforceable mechanisms. These local toughs took up the role of Native Police.
The Tribal Police Ordinance was enacted in 1929 to give legal backing to the Native Police and their training taken up by the respective regional agents, most of whom had a military background. The training, uniform and kitting differed from one district to another and elements of Kenya Police and Kings African Rifles (KAR) assisted in the training. Largely, the uniforms borrowed designs from colonial military regalia with a combination of local culturally respected symbols of authority.
Due to exception of police ordinance, the Force remained generally unarmed and in small numbers. Major expansion of the Tribal Police force started around 1948 with increased native agitation and the fear of widespread rebellion countrywide. Even as their numbers increased in Central Province and armament became universal, strength in all areas bordering the province was increased to prevent the spread of Mau Mau influence during the Emergency years.
The Tribal Police Ordinance was changed to the Administration Police Act in 1958 and the Force commenced centralized training at Ruringu, Nyeri. The focus of the training was on basic recruit’s instruction, promotional and prosecution courses for the Native Courts. Upon attainment of Independence in 1963, the Provincial Administration and the Administration Police were moved from the Ministry of Native Affairs to the Office of the Prime Minister, then Office of the President where they have remained to date.
Since 1958, the Commandant Training was the senior most officers of the Administration Police followed by his Adjutant, the other ranks being African and the highest rank being Senior Sergeant Major (Warrant Officer I). All the District Officers and Commissioners held the officer ranks. The Administration Police Officer was generally deployed in one District and if transferred had to be re-issued with a new identity card or re-endorsed for duty in the new District.
Centralization of training and command continued in the sixties with Embakasi Training School being set up in 1967 at the present day Jomo Kenyatta International Airport (JKIA) and finally moving to the present day Administration Police Training College in 1972. A major step in the shaping of the Administration Police Force was the introduction of inspectorate ranks in the late seventies. Initial batches of inspectors undertook their inspectorate course at Kenya Police College Kiganjo before subsequent groups which attended APTC and Outward Bound School Loitokitok.
The Senior Inspectorate members moved into Superintendent Ranks in the late 80s as the Government put into place the District Focus for Rural Development which placed a lot of responsibility on the District Commissioners and hampered their ability to supervise Administration Police matters effectively. The Administration Police thus transformed gradually starting in 1958 from a localized Police service to a national structure still however offering localized Policing services.
Over the recent times Administration Police is self-contained with sections such as Signals, Quartermaster, Motor Transport, Medical, Procurement, Accounts and Band as well as other technical sub-sections also staffed by highly qualified Administration Police personnel. Being part of the community, not apart from it, the Administration Police has taken decisive steps to redress what was a predominantly male organization to one which properly reflects society by recruiting more female officers. 1987 witnessed the first female officers joining the Administration Police and in the last three years as part of a concerted initiative over 800 hundred female officers have joined the service. Many have been deployed to specialist posts and a number have achieved officer ranks as part of their career development and to improve service delivery.
The latest landmark in the history of APS is the outcome of the Constitution of Kenya Review Commission talks of 2002-2004. This placed a critical importance on the autonomy and role of the AP as a core provider of safety and security. It identified a range of functions, entrenching its lead responsibility for community safety and national duties. The last two years, as part of AP’s human resource policy has seen a number of key staff undertake specific training courses with outside institutions and overseas Policing services. The Administration Police has also entered into partnerships with various local and international actors on studies in Terrorism, Peace Building, Conflict and areas of human development among others.
The agenda of reforming police is fully embraced by the Administration Police as the next step in professionalizing its policing service. Reform clearly points the way towards the local delivering of Policing services in partnership with the public. The Administration Police must build on the 100 years history of service. It does not assume that the Force has got everything right but rather accepts that it can and must do better if it is to remain the number one provider of community safety. This Plan clearly ident
ifies how it intends to build
on its history and initiatives such as this. The Administration Police is fully aware of its abilities and equally of its shortcomings.
1.2 Statement of the problem
According to CHRI and KHRC (2006), the idea of a reformed police service was boosted in early 2000s when civil societies ,human right activists, the general public and the International community decried the high level of insensitivity and high handedness that the police force used when dealing the public. After the promulgation of the new constitution and the merger of Administration Police and the regular Police ,the government embarked on an ambitious plan of redesigning the two services which included redefining their responsibilities and duties.
The Kenya Police department in general and specifically the Administration Police Services is generally perceived to be resistant to change and cling to outdated organizational cultures that hamper progressive change initiatives within the service.
Some of the recognized challenges include poor technology ,poor governance structures ,rigid and outdated organizational culture ,lack of proper communication on change management ,bureaucratic organizational structures ,lack of committed leadership to initiate and steer the change process in Administration Police Service (Amnesty International,2013). The Administration police services are currently facing many challenges emanating from the internal and external environment.
The reform process looks impressive on paper but in practice there remains a lot of ground to be covered. For instance, operationalization of the merger between the Administration Police and the Kenya Police is yet to materialize. The units remain distinct in the following areas: police patrols, manning of roadblocks, traffic management, operational bases, uniform color, vehicle color, mission statements, recruitment procedures, promotion among others. The Kenya Police and Administration Police continue to operate as independent units, and even the appointment of County Commanders has not served to improve coherence in the services as each service continues to use its old command. The resistance to the merger is stronger on the ground as each service claims to be superior to the other (KNHCR &UNCHRP, 2015). The above shows that although National Police Service reform is ongoing, there is little that has been done to enquire how it influences the transformation and performance of National Police Service to the citizens of Kenya. The Administration Police Service has gone through a process of transition from a force to a service. The question is even as the Administration police services tries to transform from a force to a service, it has not achieved the desired changes. It is on this context therefore that the study seeks to determine the effects of change management strategy on service delivery in the Administration Police Service in Kamukunji Sub County, Kenya.