Employee problems are likely to occur in the workplace especially if measures are not taken to avoid them. On of the major and common employee problem is malcontent. The problem cause minor problems at work or the job itself then disappears, only to resurface later and create conflicts where none existed. Employees with these type of problem are usually chronic producers of low-quality work, and do not typically want to be involved or responsible for providing the solution to the problem they have. Employees with this issue discourage others by their negativity, and also, fail to deliver quality services to the people they are supposed to serve. To correct the problem, supervisors need to convince the affected employees that they need help and that you want to help them as opposed to doing away with them altogether. The supervisor should assist the affected workers to believe that they can do better and show you are interested in helping them, as opposed to looking down upon them. After the workers come around and think that they can do better, they should be given the chance to correct themselves, and do better. The supervisor or person seeking to correct the employees should: listen to employees before making judgments or assumptions, not criticize them as they are likely to rebel, stop arguing with police or law enforcement officers in the process of counseling them. Additionally, the counselor should not expect immediate results and encourage multiple sessions should they be necessary (Whisenand & McCain, 2015). If the counseling intervention fails, the counselor should ensure that the employee seeks psychological assistance.
Another problem is the professional misconduct that can be physical or verbal abuse and harassment to citizens, especially if occurs without criminal or civil violations. This problem is different from corruption because the involved officers do not benefit from their actions. Sexual abuse is a common employee problem categorized under profession misconduct (Whisenand & McCain, 2015). To prevent the occurrence of professional misconduct, departments should have anti-harassment policies, which are publicized and enforced. The policies should regularly be published, and have a grievance system that allows employees to report all incidents of professional misconduct, which should be investigated. After the investigation is completed, the facts appertaining to a case should be communicated to employees without making reference to those involved or investigated. Additionally, the management must make it clear that professional misconduct will not be tolerated.
Criminal misconduct is another problem that is also known as corruption (Whisenand & McCain, 2015). It involves misuse of police authority for personal gain, an activity that compromises an officer’s ability to enforce the law or provide his services impartially, protecting illicit or illegal police activities, and also involving the police to promote a business while discouraging people from seeking the services of a competitive business. The department should have strong, enforceable policies against corruption, and also, a working system of reporting and investigating incidences as well as punishing those that are found guilty of corrupt activities. The policies should be regularly published, publicized and followed to ensure that they are followed to the letter.
References
Whinenand, P. &.McCain E. (2015). Supervising police personnel: Strenth-based leadership (8th Ed) (pp. 106-130). Upper Saddle River, NJ: Prentice Hall.
