Wgu workforce planning task 2

Workforce Planning

You are the newly appointed director of human resource management for the police department of a city in the northeastern United States. Your organization has struggled to hire new police officers for some time. Your predecessor attempted to increase recruitment and selection of new officers by implementing an employee referral plan; however, the number of new officers hired through referrals has fallen short of hiring goals. The need for police officers intensified when your city’s newly elected mayor promised to lower crime by increasing the number of police patrols in high-crime areas. The police department has met the need for increased patrols by assigning existing police officers additional hours and paying overtime wages. As the number of hours worked and overtime payments increased over time, the practice—originally intended to be a short-term remedy—attracted unwanted attention. A front-page article in your city’s newspaper has revealed that three police officers earned higher annual salaries than the mayor, due to excessive overtime. Stung and embarrassed by this disclosure, the mayor fired your predecessor and put you in his place. Both the mayor and your boss have given orders to “reduce overtime by hiring new police officers immediately!” The mayor’s mandate to cut the overtime of currently employed police officers has created an employee relations problem. Officers on the city’s police force have worked extra hours for so long that the extra overtime pay is now perceived as an entitlement. Some police officers have assumed loans or increased living expenses in the expectation that the opportunity to earn overtime pay would continue. The officers are now unhappy that their ability to earn overtime pay will be greatly reduced (by the hiring of new police recruits) and are upset by the manner in which they learned about city management’s decision to cut overtime pay. Representatives of the officer’s union have responded with the attached “Memo on Police Officers’ Reaction to Planned Cuts in Overtime Pay.” You must manage the current conflict between the police officers and city management and try to prevent future conflicts by developing a workplace culture that creates a positive work environment for employees and management. You will also revise job descriptions and selection procedures using the attached “Job Description of City Police Officers” to make managing workplace conflict a required job competency.

Running Head: WORKFORCE PLANNING 1

WORKFORCE PLANNING

Western Governors University

Sheretta Lunford-Lofton #001126548

07/15/2020

Professional Communication

In this document, a Professional Communication Evaluator has identified examples

of the most significant, pervasive writing concerns. Please carefully review the

entire submission to correct these and similar recurring concerns. In resubmissions,

different writing concerns may be noted to identify additional examples of

remaining issues.

WORKFORCE PLANNING 2

Question 1

There exist three major conflicts that the city police and city management officers are

facing. The initial conflict was formed when the city demanded a reduction in police officers'

overtime. There also exists an appreciation regarding how police officers and the city

management officers take overtime. The second conflict relates to how the city perceives

overtime as an advance payroll, whereas the officers see overtime as a sacrifice for them since

they will have to spend more time away from their friends and families. And in this case, since

the public disclosure for the top officer salaries, the mayor has requested that there is a need for

hiring twenty-five new officers on the police team (Valeva et al., 2017). At the moment, the

police officers are already used to extra income while taking away this additional income; taking

away this overtime will result in financial hardship for the police officers and their families.

Question 2

1. The police officers could deny to ticket person because of speeding or any other

driving infringement in the short term. There is a great probability that these could

have two primary negative results; one cause will be minimal income for the city

because of two minimal revenues from tickets. Speeding tickets could result in

dangerous circumstances for the entire public (Willis et al., 2018).

2. The other short term impact will be related to the morale of the officers that view

their overtime as being taken away. There is a high probability that they will not

perform well on their daily responsibilities as well as less probability of offering

excellent and efficient services to the entire community since something they value

has been diminished.

Commented [PCEV18-1]:

⬤ Sentence Fluency: Unclear phrasing (extra words) →Unclear phrasing is evident elsewhere. WGU’s Guide to Academic Writing Link: Module 5.01: Writing Sentences

Commented [PCEV18-2]:

⬤ Parts of Speech: Noun form error (singular used in place of plural) →Parts of speech errors recur. WGU’s Guide to Academic Writing Link: Module 6.02: Nouns and Pronouns

https://lrps.wgu.edu/provision/71484224
https://lrps.wgu.edu/provision/111965661
WORKFORCE PLANNING 3

Question 3

1. There is also a long-term effect that might take place, which is the fact that the

department might have a string of people resigning from working as police

officers due to the depletion of the overtime pay. Police officers might seek to

transfer to other departments of policing, where they will feel much more

appreciated and they will receive more overtime (Kroezen et al., 2018).

2. In case the conflict progresses, it could generate an improved connection between

the police force and the community. This might cause the public to see the police

officer as an issue, which might lead to protesting that might cause riots as well as

an increased rate of criminal activities in the community.

Question 4

1. Overtime need not be a cut, but it needs to be scaled down to offer base on the

seniority of the officers. With this, seasoned officers will receive majority

overtime. Officers will be put in charge of teaching and training the recruits using

the overtime available. In turn, this will generate incentives for the police officer

such that overtime will be made available based on the police seniority (Kroezen

et al., 2018).

2. The department needs to offer available bonuses for the top police performance,

which will, in turn, allow the best productive officers to maintain high income and

encourage other police officers to advance the performance.

3. There is a need to advance raises for the seasoned police officers in the

department. In turn, this will result to lower over time but also provide additional

Commented [PCEV18-3]:

⬤ Sentence Fluency: Unclear phrasing (missing words) →Unclear phrasing is evident elsewhere. WGU’s Guide to Academic Writing Link: Module 5.01: Writing Sentences

https://lrps.wgu.edu/provision/71484224
WORKFORCE PLANNING 4

income to the police officers. In turn, this might reduce the budget related to the

police officer department since less money will be used on overtime.

Question 5

Part 1

a) Diversity in police departments should be a necessity. Various researches have

revealed that diversity lowers conflict and also it promotes transparency. Diversity

brings various concepts to the table, which promotes an acceptance and understanding

culture

b) The department of police should set vibrant goals and strive for a corporation in

order for the department to be transparent and open. By having an open and

transparent department, members will be needed to have an idea of where they are

suitable in the corporation. With vibrant goals and clear communication, the

department of police will prevent mistrust and misunderstanding of its workforces,

also assuring each member is feeling like one and part of the structure of the

organization.

Part 2

a) By having goals like “members knowing they are doing what is best for the department,”

by such goals departments are able to mitigate conflict

b) The main focus should always be deposition under stressful situations with efficient

communication skills.

Part 3

Commented [PCEV18-4]:

⬤ Parts of Speech: Usage error (verb used in place of noun) →Parts of speech errors recur. WGU’s Guide to Academic Writing Link: Module 6.02: Nouns and Pronouns

Commented [PCEV18-5]:

⬤ Conventions: Missing punctuation →Punctuation errors recur. WGU’s Guide to Academic Writing Link: Module 7.04: Punctuation (Period)

Commented [PCEV18-6]:

⬤ Sentence Fluency: Ineffective construction (mixed construction) →Unclear phrasing is evident elsewhere. WGU’s Guide to Academic Writing Link: Module 5.01: Writing Sentences

https://lrps.wgu.edu/provision/111965661
https://lrps.wgu.edu/provision/111965880
https://lrps.wgu.edu/provision/71484224
WORKFORCE PLANNING 5

a) How do you deal with conflicts that are between co-workers?

b) Illustrate an example concerning how you are comfortable with dissimilarities in values

and opinions in the workstation?

c) How do you deal with administration expectations, and how do you feel about inefficient

resources that should be available to resolve an issue?

Question 6

a) Track and compile complaints of citizens concerning the officers that are on duty. Design

a graph and a spreadsheet if complaints are decreasing or increasing on a quarterly and

annual basis.

b) Trail the way various departments of police compensate their police agencies. Include

bonuses and overtime. The difference will offer metrics concerning how your police

officer will receive their compensations for the various task that our officers perform

compared to different departments.

References

Commented [PCEV18-7]:

⬤ Conventions: Incorrect punctuation →Punctuation errors recur. WGU’s Guide to Academic Writing Link: Module 7.04: Punctuation (Period)

Commented [PCEV18-8]:

⬤ Word Choice: Misused word in context →Word choice errors recur. WGU’s Guide to Academic Writing Link: Module 8.27: Vocabulary in Academic Writing

https://lrps.wgu.edu/provision/111965880
https://lrps.wgu.edu/provision/117997269
WORKFORCE PLANNING 6

Kroezen, M., Van Hoegaerden, M., & Batenburg, R. (2018). The Joint Action on Health

Workforce Planning and Forecasting: Results of a European program to improve health

workforce policies. Health Policy, 122(2), 87-93.

Squires, A., Jylhä, V., Jun, J., Ensio, A., & Kinnunen, J. (2017). A scoping review of nursing

workforce planning and forecasting research. Journal of nursing management, 25(8),

587-596.

Valeva, S., Hewitt, M., Thomas, B. W., & Brown, K. G. (2017). Balancing flexibility and

inventory in workforce planning with learning. International Journal of Production

Economics, 183, 194-207.

Willis, G., Cave, S., & Kunc, M. (2018). Strategic workforce planning in healthcare: A multi-

methodology approach. European Journal of Operational Research, 267(1), 250-263.