An Analysis of Performance Management Practices of the Zimbabwe Republic Police: A Case Study of the Zimbabwe Republic Police Midlands Province

Abstract

This paper brings to the fore the challenges faced by frontline managers where performance management practices are introduced in a bureaucratic police cultural environment through the study carried out on the Zimbabwe Republic Police (ZRP) between 2008 and 2011.The Zimbabwean public was disenchanted by quality of police service they received at police station level despite the police change programme of 1994 meant to improve police efficiency and effectiveness. The study sought to analyse the performance management practices of frontline managers in the ZRP who manage the police service delivery process at police station level. The qualitative approach using the case study design was used in the study. Forty six (46) participants were purposely chosen. Data were gathered through focus group discussions, face to face interviews and observations at six (6) selected police stations in the Midlands. Data were transcribed and analysed using the grounded theory approach of open coding, axial coding and selective coding. Key findings of the study were that the ZRP frontline managers did not fully appreciate their role in effective police service delivery. The study concluded that ZRP frontline managers lack understanding of what constitutes effective police service delivery. This lack of a common understanding by those charged with the responsibility of quality control negatively affects delivery of effective police service. The study recommends that ZRP institute induction programmes upon the promotion of police officers to the position of frontline manager. The induction could clarify quality control policing, efficiency and effectiveness.