Final Report of the Morris Inquiry: The Case for Change

THE CASE FOR CHANGE
“People who never make mistakes never make anything.”
IPCC
8.1 We return in this chapter to employment matters in the MPS and focus on
leadership and management. Both are vital to operational success but they are as
crucial to the issues that specifically concern us: policies, procedures and practices;
how officers and staff are treated; how they perceive the organisation they work for;
the relevant organisational structures; and workforce development.
The characteristics of a modernised police service
8.2 Before we consider these issues in detail, it is instructive to examine two
versions of what it takes to make a successful organisation.
8.3 We were referred to the Department of Trade and Industry publication,
Accounting for People: Report of the Task Force on Human Capital Management 2003.
This cites ACAS’ view of the key characteristics associated with effective
organisations. These are:
● “A vision, mission and strategy that are known and understood;
● An open, communicative management style with arrangements that allow employees
a ‘meaningful/genuine voice’ through which their views are sought and considered;
● A culture that encourages learning and continuous improvement and promotes the
updating/acquisition of skills and knowledge at every level;
● A work organisation that promotes initiative and encourages team working;
● Policies/practices/procedures that promote equal opportunities regardless of age,
gender, race or religion along with a working environment free of discrimination,
bullying, harassment;
● A transparent pay and reward system that recognises employees’ contributions, treats
employees fairly and is non-discriminatory;
● The opportunity for all employees to work as flexibly as possible within the
organisation’s operational constraints so as to enable a better work-life balance;
● A commitment to as much employment security as possible;
● Constructive relationships with trade unions where recognised (a ‘partnership’
approach), which helps to promote trust between the managers and the workforce;
● Formal procedures covering the handling of discipline, grievances, and disputes.”
8.4 Additionally, in the HMIC publication, Modernising the Police Service: A Thematic
Inspection of Workforce Modernisation – The Role, Management and Deployment of
Police Staff in the Police Service of England and Wales, the Inspectorate has indicated
that it would see a modernised police organisation as having the following
characteristics:
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