Organizational behavior is defined as “a field of study that investigates the impact that individuals, groups and structure have on behavior within organization. It is the study and application of knowledge about how people act within organizations” . As such, it is a widely encompassing discipline that aims to evaluate how human resources behave within the work setting. The current discourse hereby aims to present one’s understanding of organizational behavior in a private security agency. In the evaluation, the six elements of organizational behavior would be examined in terms of the manner by which these elements challenge the effectiveness of a private security agency.
Private security agencies are recognized as a crucial facet in safeguarding the personal assets (human resources, property and equipment, premises) of an organization. In a comprehensive study written by Strom, et al. (2009), a private security’s definition was cited from the American Society for Industrial Security (ASIS) International as “the nongovernmental, private-sector practice of protecting people, property, and information, conducting investigations, and otherwise safeguarding an organization‘s assets” (ASIS International, 2009a; cited in Strom, et al., 2009, p. 2-3). Using the key elements of organizational behavior: “people, structure, technology and the external elements in which the organization operates” , these agencies would hereby be examined in greater detail.
People or Human Resources
A private security agency could assume or represent diverse types of organizations which could range from providing security for corporations, security guard organizations, businesses of armored vehicles, and organizations focusing on providing investigative services . As such, people who are hired as private security personnel could assume different qualifications and competencies, depending on the roles and responsibilities needed by the hiring establishment. The Occupational Outlook Handbook provides various information on basic responsibilities, work environment, educational background, compensation, and other pertinent information relative to security guards and gaming surveillance officers . For instance, security guards are required to have completed their secondary level of education (high school) or GED with additional coursework needed for gaming surveillance officers. Likewise, the average annual compensation for these personnel was noted to be $24,380 or $11.72 per hour, as of 2010 . The basic responsibilities were disclosed to include: inspection of the organization’s properties to closely monitor against vandalism, theft, fire, intrusion, or even terrorist and illegal activities.
Thus, the effectiveness of a private security agency depends largely on the competencies and qualifications of the hired personnel. If these personnel perfectly fits the job requirements and adhere to the organization’s policies, procedures, and expectations of their tasks, then, they are considered effective in achieving their identified goals.
Structure
Structure in the organization was described as the relationship of people within the organizational hierarchy. Private security personnel were usually sourced from external agencies through contracts; while other organizations could opt to train and develop their own in-house security. The provision of benefits and compensation would depend on the responsibilities, roles, accountabilities, and competencies with due professional experiences in this endeavor. If the security personnel is sources from external security agencies, these personnel would be reporting directly to authorized personnel within the organization; as well as those from their respective security agencies. For in-house security personnel, there is usually a security department with respective hierarchy of positions which the security staff should follow within the chain of command.
Technology
In contemporary work settings, technological advancements have paved the way for transforming varied facets of work. For security personnel, technology could be applied in terms of using more advanced security and surveillance equipments which assist them in undertaking their responsibilities. The use of biometrics, CCTV, indoor and outdoor cameras, and intricate or comprehensive monitoring systems are now prevalently used. This element could challenge the effectiveness of security personnel in the performance of their responsibilities as they either contribute towards facilitating the implementation of security measures; or detract effective performance of tasks. If some technological applications are wanting or insufficient, then, security personnel are more challenged to perform responsibilities through reliance on professional skills and from the trainings that were required to be attended.
External Environment
The external environment incorporates all relevant factors that potentially influence and impact the operations of the organization being served by private security personnel. This includes taking into account established organizations that are close or proximate to the work setting in terms of potentials for risks or threats to security. Other factors that could be evaluated include social structures (living conditions that pose risks or threats within the local community), economic conditions (which could affect the law of supply and demand for security personnel), as well as new laws and regulations imposed by the federal or state regarding licensing and compliance to requirements.
Overall, private security agencies contain relevant elements of organizational behavior which challenge the effectiveness of the performance of expected responsibilities. Therefore, to be able to adapt, adjust, and adhere to ethical, moral, and legal standards of the profession, private security agencies should be adept at being currently apprised of new developments in any of these elements to ensure that responsibilities are undertaken as expected towards the fulfillment of identified goals.
References
ASIS International. (2009a). International glossary of security terms. Retrieved from asisonline.org: http://www.asisonline.org/library/glossary/index.xml
Bharathiar University. (n.d.). Introduction to Organizational Behavior. Retrieved from b-u.ac.in: http://www.b-u.ac.in/sde_book/msc_organ.pdf
Bureau of Labor Statistics, U.S. Department of Labor. (2012, March 29). Security Guards and Gaming Surveillance Officers. Retrieved from Occupational Outlook Handbook: http://www.bls.gov/ooh/protective-service/security-guards.htm
Strom, K., Berzofsky, M., Shook-sa, B., Barrick, K., Daye, C., Horstmann, N., & Kinsey, S. (2009). The Private Security Industry: A Reveiw of Definitions, Available Data Sources,and Paths Moving Forward. Retrieved from ncjrs.gov: https://www.ncjrs.gov/pdffiles1/bjs/grants/232781.pdf
