Evaluation of Employee Poor Work Performance with Specific Focus on Operational Functions at Cambridge Police Station in the Eastern Cape Province

Abstract

Employee poor performance is a very negative aspect especially if left unattended. The aim for this study was to find the root causes and the impact of employee poor work performance and to explore the possible solutions. It was also noticed that the performance for the province was deteriorating; since the province is vast the study was conducted from one of the stations that are contributing towards poor performance to establish the reasons for the predicament. It was acknowledged that Cambridge Police Station as one of the contributors was not yielding the expected and desired result on performance especially on the operational programmes. The study explores the main drivers of poor performance focusing on Visible Policing and Detective Components; the reasons for the employees low morale and the relationship between employer and employee. The study also looked into working conditions regarding resources and skills required for the members to perform their duties with the aim to maximize their performance. The study followed a quantitative research approach using an interpretive descriptive design. The data was obtained by means of structured questionnaires. The reaction to the study was marginal with a response rate of 70% [n=30]. Data analysis included identifying and comparing existence of factors that affect the members personally and work related factors that threatens turnover intensions. The target population was composed of members working at the Community Service Centre, Complaint attendance and Investigating Officers at Cambridge Police Station regardless of levels. The response results revealed various factors which affects the performance of the station. The study revealed that the station have a problem with regard to management aspects in terms of effective communication, lack of resources, implementation of performance appraisal system, recognition of good performance done by members and members views are not given recognition. These aspects had a negative effect on member’s morale that adversely affected the overall performance; hence the members lacked motivation and recognition by managers. It transpired that the poor performance regulatory policy was either unknown or there was very little knowledge by members who heard about the policy. The results indicated that the policy was not correctly implemented instead managers did not care about the welfare of members and they dealt with members in accordance to disciplinary procedures without giving them a chance for explain their perspective.