Institutional Challenges Affecting the Royal Saint Lucia Police Force and Inhibiting Effective Police Service Delivery

2021 ◽  
pp. 281-300
Author(s):  
Perry Stanislas
2018 ◽  
Vol 8 (4) ◽  
pp. 180
Author(s):  
Ogbette, Afamefuna Samuel ◽  
Idam, Macben Otu ◽  
Kareem, Akeem Olumide

This study examined the impact of Special Anti-Robbery Squad (SARS) in Nigeria. It solely depended on the secondary source for information. SARS is one of the Nigeria Police Force units that is saddled with the responsibility of fighting crime in the society; specifically, robbery and kidnapping. The impact was examined in two ways: Positive and Negative impact. From the positive point of view, SARS has been able to reduce robbery and kidnapping to an extent but unfortunately, people now use them as bodyguards to intimidate, suppress, and harass other people. From our findings, SARS tortures people mercilessly, extort, beat, kill and jail people who are not forthcoming with their demands. It was also discovered that, most of them lacks orientation on human relation which is a big gap the Nigeria Police Force need to cover by re-orienting them. Again, it was discovered that some of the personnel smoke and drink. They are often intoxicated while on duty, wielding sophisticated guns. From the study, the following recommendations were made: control measures should be put in place for SARS to be stopped from torturing people. They should equally be stopped from extorting, beating, killing (except in a battle ground) and framing people up just to be jailed. Investigative jobs as that of SARS should be exclusively for graduates in the Police Service. Again, the Nigeria Police Force and Nigeria Police Service Commission need to often re-orient these officers on human relations. Finally, officers caught drinking or smoking (especially hard drugs) on duty should be properly dealt with to serve as a deterrent to others.


Author(s):  
Benjamin Bowling ◽  
Robert Reiner ◽  
James Sheptycki

The chapter outlines seven ideal-typical models for thinking about the politics of police. The models are not mutually exclusive and can be combined to form complex descriptions of theoretical relations. They rest on a variety of conceptual distinctions. Crime control and due process; high and low policing; police force and police service; organizational structure and officer discretion; state, market, and civil society; police knowledge work, investigation and intelligence; and the democratic, authoritarian, and totalitarian politics of policing are all discussed. The police métier is discussed a set of habits and assumptions that envisions only the need to control, deter, and punish. It has evolved around the practices of tracking, surveillance, keeping watch and unending vigilance, and the application of force, up to and including fatal force. The chapter concludes that these seven models for thinking about police and policing facilitate micro-, meso-, and macro-level analysis.


Author(s):  
Mark McKergow ◽  
Chris Miller

Purpose This paper aims to explore a new way of thinking about leadership within the police force, moving away from the metaphor of the “hero” and focusing on the idea of a “host” leader. Design/methodology/approach This paper uses the College of Policing Leadership Review (2015) to examine current approaches to leadership within the police force and considers how host leadership methods could benefit police at all levels. Findings There is a long-term challenge for the police force, as initial selection tends to test for heroic skills, whereas engagement and consensus building then become more important. As the need for more team-based, engaging approaches continues to drive leadership thinking in the UK’s police service, populating the service with individuals who are adept at drawing out the best in their teams, without treating them as foot soldiers, is crucial. Originality/value This paper is an original piece of research from Dr McKergow and Mr Miller.


2013 ◽  
Vol 15 (6) ◽  
pp. 490-504 ◽  
Author(s):  
William Terrill ◽  
Michael T. Rossler ◽  
Eugene A. Paoline III

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