DIVERSITY
AN INTERCULTURAL
INTELLIGENCE
Research on the incorporation of diversity as an intercultural intelligence at
the Frisian Police Force
Miriam E. ten Berg 1263188
University of Groningen
MScHRM, Faculty of Management and Organisation Kerkstraat 1
8011 RT Zwolle +31 6 55 38 76 87
m.e.ten.berg@student.rug.nl Teacher:
Mrs. Prof. Mr. Dr. E.M. Kneppers-Heynert Politie Fryslan
Mrs. H. Leemburg
Temporary HRM Director and Head of Department Education & Development Holstmeerweg 3
ABSTRACT
The Dutch population and workforce are increasing in diversity. In order to survive and to improve business performances, organisations such as the Frisian Police Force need to attract and retain diverse types of people. The main reason for the Frisian Force to incorporate diversity management is to remain legitimate in society and to be able to carry out its activities.
By means of secondary data searches, document analysis, attending presentations, individual depth interviews and observation, specific interventions were established for the Frisian Police Force to integrate diversity management into the entire organisation. The overall conclusion of the study is that only by developing an organisational context in which employees’ competences and differences are the foundation for decision making and for generating corporate value, the Frisian Police Force creates a capacity, an intelligence, to effectively adapt to, and cooperate with all kinds of environmental contexts. To create this capacity or intelligence, strategic as well as corporate cultural changes need to take place. The Frisian Police Force has set in a transformation process in structure, strategy and practices and has made diversity their main concern. However, further adjustments in systems, policies, practices, and employee behaviour are necessary. An employment process that fosters diversity and inclusion can support recruiting and retention efforts. The Force has to adjust and synchronize the HR instruments in the employment process to support diversity norms, values and practices to enhance employees’ abilities, motivations and opportunities. Furthermore, the Frisian Force has to develop a corporate culture in which all types of people feel respected and valued, and in which competences are used as optimal as possible. The current corporate culture is not yet adjusted to accept persons with different views. More attention needs to be paid to desired diversity values, norms, and behaviour before the corporate culture is appropriate for all types of people. In short, to remain legitimate in society and to be able to carry out its activities as best as possible, the Frisian Police Force has to manage diversity as an intercultural intelligence in which differences are used for adding value to the organisation’s performances.
CONTENT
1. INTRODUCTION ...3
1.1 THE FRISIAN POLICE FORCE... 3
1.2 MOTIVATION FOR CONDUCTING RESEARCH AT THE FRISIAN POLICE FORCE... 4
1.3 RESEARCH AND INVESTIGATIVE QUESTIONS... 5
1.4 STRUCTURE OF THE THESIS... 5
2. DIVERSITY A MULTI INTERPRETABLE PHENOMENON...6
2.1 DIMENSIONS OF DIVERSITY... 6
2.2 MODELS OF DIVERSITY AND DIVERSITY MANAGEMENT... 6
2.3 CORPORATE CULTURE...11
2.4 THE INCLUSIVE DIVERSITY CORPORATE CULTURE...14
2.5 EMPLOYMENT PROCESS AND DIVERSITY...16
3. RESEARCH METHODS ...19
3.1 TYPES OF RESEARCH...19
3.2 QUANTITATIVE RESEARCH...19
3.3 QUALITATIVE RESEARCH...20
4. RESULTS OF THE QUANTITATIVE RESEARCH...24
4.1 INTAKE...24
4.2 RUN THROUGH...25
4.3 TURNOVER...27
4.4 REFLECTION OF FRISIAN POPULATION...28
5. RESULTS OF THE QUALITATIVE RESEARCH...30
5.1 DOCUMENT ANALYSIS...30
5.2 INDIVIDUAL DEPTH INTERVIEWS WITH DIVERSITY EXPERTS...33
5.3 INDIVIDUAL DEPTH INTERVIEWS WITH KEY DIVERSITY PERSONS OF THE DUTCH POLICE FORCES...36
6. CONCLUSIONS AND RECOMMENDATIONS...42
6.1 THE CURRENT FOCUS ON MANAGING DIVERSITY...42
6.2 RECOMMENDATIONS TO REACH A FULLY INTEGRATED ORGANISATION...43
6.3 THE ROLE OF CORPORATE CULTURE IN THE INCORPORATION OF DIVERSITY...46
6.4 THE CONTRIBUTION OF THE EMPLOYMENT PROCESS TO THE INCORPORATION OF DIVERSITY...46
6.5 MANAGING DIVERSITY AS AN INTERCULTURAL INTELLIGENCE...47
6.6 CONCLUSIONS WITH RESPECT TO SCIENTIFIC RESEARCH...47
1. INTRODUCTION
During the past decades, interest in the domain “diversity” has augmented enormously in research and in practice (Jackson, Joshi & Erhardt, 2003). Diversity researchers have studied the effects of workplace diversity on teams and organisations (Jackson, Joshi & Erhardt, 2003).
Furthermore, in research much attention is given to the subject on how organisations can manage diversity initiatives successfully. This thesis, which has been written as the final assignment for the Master of Science Human Resource Management of the University of Groningen, contains a study on incorporating and managing diversity at the Frisian Police Force.
Initially, it seems natural to explain which definition of diversity is used in this thesis. The definition used in this thesis is the definition of Hays-Thomas (2004): ‘Diversity in the workplace represents the differences among people that are likely to affect their acceptance, work performance, satisfaction, or progress in an organisation’. Existing models of diversity propose how organisations should accept and take advantage of a changing, more diverse workforce (Agars & Kottke, 2002). Before examining the models of diversity and the essential theories that have a strong association with diversity management in the next chapter, the Frisian Police Force is first briefly described. After that, the motivation for conducting research at the Frisian Police Force is given.
1.1 The Frisian Police Force
Apart from being a reflection of society, the Captain of Police desires the diversity to contribute to the performances of the police force. This reason is one of the motivations for this study. These are all described in the following section.
1.2 Motivation for conducting research at the Frisian Police Force
In the Netherlands, as well as in other western European countries, the workforce is increasing in diversity. The Dutch workforce contains the following groups of people; women, immigrants and those who speak foreign languages, representatives of a minority religion or ethnic group, people of various sexual orientations, members of eccentric family structures including single-parent families, elderly people, and people with disabilities (encyclopaedia wikipedia, 2007). Organisations and industries are progressively recognising the necessity to cope with diversity and multicultural challenges in workplace practices (Arredondo, 1996). Therefore, to a greater extent they are moving into the direction of flatter and more flexible organisational structures characterised by more diverse composed groups and teams in order to meet the changing demands of the environment.
1.3 Research and Investigative Questions
With the aim of coping with the opportunities diversity offers to the HRM department, the subsequent research question has been developed:
‘How can the Frisian Police Force incorporate diversity in its key work processes and in its workforce in order to improve the performance of the organisation?’
By supplementing the research question with two investigative questions, the different main features of the research question and management dilemma are examined. These questions are:
‘What is the role of corporate culture in the incorporation of diversity?’
‘How can the employment process contribute to the incorporation of diversity?’
1.4 Structure of the Thesis
2. DIVERSITY A MULTI INTERPRETABLE PHENOMENON
In the preceding chapter an introduction has been given on diversity and on what influence diversity has on the Frisian Police Force. In order to cope with diversity, a research question has been developed. In this chapter the research question and the investigative questions are explained more thoroughly by literature.
2.1 Dimensions of Diversity
Diversity is a multi interpretable phenomenon. It means different things to different people
(Hays-Thomas, 2004). Some definitions focus on specific groups, whereas others do not. In this thesis the concept diversity is considered as a matter of differentiation and inclusion. As has been said in the introduction, diversity in the workplace is representing the differences among people that are likely to affect their acceptance, work performance, satisfaction, or progress in an organisation (Hays-Thomas, 2004). Moreover, managing workplace diversity by the purposeful use of processes and strategies makes these differences among people into an asset for the organisation (Hays-Thomas, 2004).
2.2 Models of Diversity and Diversity Management
Roosevelt Thomas’ model of diversity
Roosevelt Thomas Jr., a diversity expert, has developed one of the best-known earliest models. According to Thomas (1991, 1996), organisations can deal with diversity in three ways: by affirmative action, valuing diversity and managing diversity. Affirmative action means that organisations have to take appropriate steps to facilitate equal opportunity in employment. It is an artificial intervention intended to provide the management of an organisation with a chance to set inequity, unfairness, and incorrect discrimination right
(Thomas, 1990). Affirmative action focuses on providing minorities, for example women, with equality of opportunity. Instead of upward mobility because of a person’s competences, knowledge and character, affirmative action is based on upward mobility on account of race, sex, origin, ethnicity, or physical disability (Thomas, 1990). Thomas (1990) supposes that organisations have to move beyond affirmative action to valuing diversity to improve their business performance. Valuing diversity lays emphasis on the alertness, acknowledgment, understanding, and appreciation of individual differences (Kreitner, Kinicki and Buelens; 2002). Organisations, which are applying valuing diversity initiatives, attempt to improve relationships among their employees by encouraging acceptance and understanding of individual differences. However, as Thomas states (1990), to gain advantage of the potential of a diverse workforce, the organisation must transform its core culture and systems to sustain the coordinated efforts of a diverse workforce. Therefore, a solution can be found in managing diversity. Managing diversity facilitates every employee to perform up to his or her maximum potential (Buelens, Kreitner & Kinicki, 2002; Thomas, 1990). By managing diversity, an organisation can achieve similar productivity and service from a diverse workforce as once got from a homogeneous workforce without standard programs or barriers.
The inclusive model of Thomas and Ely (1996)
In this approach, organisations accept and celebrate differences in order to gain access to a more diverse clientele and serve them in a better way (Thomas & Ely, 1996). Diversity contributes to business performance in this approach. Organisations make use of cultural differences without actually analysing how these differences influence the work that is done and how these competences can be integrated into the organisation’s work processes (Thomas & Ely, 1996). Therefore, Thomas and Ely have developed a third paradigm, namely the ‘learning-and-effectiveness’ paradigm. In this view, diversity is not just a reflection of the surface differences among employees; it is the various backgrounds and experiences that create employees’ identities and viewpoints (Thomas, 2003). These organisations are characterised by an open culture, which stimulates the development of all employees while sustaining high performance standards and by having managers that value and build on the multiple perspectives as learning opportunities (Thomas & Ely, 1996). The ‘learning-and-effectiveness paradigm’ promotes equal opportunity for all individuals, it accepts cultural differences among people, and appreciates the value of those differences. Furthermore, it internalises differences among employees in such a way that the organisation learns and grows because of these differences.
Full Integration Theory by Agars and Kottke (2002)
The Full Integration Theory of Agars and Kottke, identifies diversity change management as a multi-level, systems-based three-phase process. The fully integrated organisation is equivalent to Thomas’ managing diversity approach and Thomas and Ely’s learning-and-effectiveness paradigm. Organisations that utilise such an approach have developed policies, practices, and a culture that support and reinforce diversity. However, the Full Integration Theory differs from other models in that it clarifies the processes by which organisational change occurs
On page 10, figure 1, a visual representation of the model of Agars and Kottke is given. As can be seen in the model, organisations start the change process at organisational level by making diversity management their main concern. Diversity has to be included in the strategy, mission and goals of the organisation. Subsequently, organisations move towards the implementation phase in which existing structures and practices should be modified and new procedures, policies, and systems have to be implemented to support a diverse workforce. However, changes at organisational level are not sufficient; changes at individual level are necessary to encourage the inclusion of diversity. During the implementation phase adjustments in management and employees’ role modeling are essential. In the maintenance phase, formal and informal processes have to be created to encourage an organisational culture that supports and facilitates diversity (organisational level) and adjustments should be made in attitudes and behaviour (individual level). As the organisation moves through the stages, the relative importance of the four underlying processes is shifting (high-moderate-low). Leaders must attend to concerns of fairness, utility, justice, and social perception, otherwise organisations will stagnate in the change process.
According to Cox (2001), many organisations have been dissatisfied with the results they have accomplished in their attempts to meet the diversity challenge. Reason for this dissatisfaction was found in much attention that organisations have been given to the strategic dimension of diversity policies, processes and systems in contrast to the little attention that has been paid to the normative dimension organisational culture; the norms and values involved (Pless & Maak, 2004). Diversity management will only lead to possible advantages if diversity is as culturally as well as strategically valued in an organisation (Pless & Maak, 2004). In this study the role of organisational culture is important because the current corporate culture can stimulate or hinder the incorporation of diversity. Therefore, an identification of corporate culture is presented in paragraph 2.3.
2.3 Corporate Culture
Corporate culture can be described as a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration. It has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems (Schein, 1992). It represents the unwritten, feeling element of the organisation. Moreover, one type of culture does not exist; every organisation has a unique organisation culture (Muijen, Koopman & de Witte, 1996). According to Schein (1992) and Daft (2004), corporate culture has two important functions in an organisation. The first function is internal integration. This means that employees develop a collective identity and that they know how to relate to one another. The second function is external adaptation. This refers to how the organisation adjusts to the environment to meet goals and how they transact business. For an organisation to be effective in its environment, it is important that the corporate culture reinforces the strategy and structural design (Daft, 2004), or in other words the competitiveness, viability and effectiveness of an organisation depends on its corporate culture. To become and remain viable, organisations have to be able to enhance the environmental suitability of their corporate culture. The corporate culture establishes how decisions are made, human resources are used and in what way the external environment is approached (Harrison, 1972). The relationship between the environment and strategy to corporate culture is represented in a model. This model and types of corporate culture are discussed in the next two subsections.
Organisation Design and Corporate Culture
FIGURE 2
Relationship of Environment and Strategy to Corporate Culture Needs of the environment
Flexibility Stability External
Internal (Source: Daft, 2004)
The strategic focus of an organisation with the adaptability corporate culture lies on the external environment to meet customer needs through flexibility and change (Daft, 2004). Organisations with this type of culture immediately respond to environmental changes; furthermore they actively create modifications. Therefore, it encourages innovation, creativity and risk taking to support the capacity of the organisation to receive and detect signals from the environment into appropriate responses (Rondeau & Wagar, 1999).
In a mission corporate culture the strategic focus of an organisation is on the environment, but without the need for rapid change (Daft, 2004). This culture is characterised by emphasis on a clear vision of the purpose of the organisation to help achieve the goals (Rondeau & Wager, 1999). Managers shape employee behaviour by communicating a desired future state for the organisation and by expressing specific performance purposes.
A clan corporate culture focuses on the participation and empowerment of the organisation’s members as a reaction to fast shifting expectations from the external environment (Rondeau & Wager, 1999). An important value is to ensure that the basic needs of the employees are satisfied to create commitment as well as productivity (Daft, 2004).
Finally, organisations with a bureaucratic corporate culture have an internal focus and a consistency orientation for a stable environment (Daft, 2004). Rules and standards are very important and roles and hierarchy are strictly enforced and embedded in the cultural values
(Rondeau & Wagar, 1999). Personal involvement is low in this type of culture; however a high level of consistency and compliance among members compensates it so that the organisation is extremely integrated and effective.
Types of corporate culture
Harrison (1972) has distinguished four types of corporate culture: a power-, role-, task-, and person culture (visualized in figure 3). The four-quadrant model is based on the twin axis of the amount of formalisation (the degree to which an organisation has rules, and procedures) and the amount of centralisation (refers to the level of hierarchy with authority to make decisions).
FIGURE 3
Organisational Culture Quadrants
High
Formalisation
Low
Low Centralisation High
(Source: Harrison, 1972)
Harrison’s types of corporate culture can be compared to the types of Daft mentioned in the previous paragraph (Merchant & Merchant, 2007). This will lead to the following explanation. An organisation that is power-oriented endeavors to dictate its environment and defeat all opposition. Within the organisation executives strive for personal advantages against their colleagues. Furthermore, they struggle to maintain complete control over the subordinates
(Harrison, 1972). This type of corporate culture comprises few rules and little bureaucracy
(wikipedia). The mission culture is comparable to the power-oriented approach (Merchant & Merchant, 2007). In an organisation with a role culture significance lies on legality, legitimacy, and responsibility. The accent is put on procedures, regulations and rules and priority is given to develop appropriate policies. Moreover, a strong emphasis is put on hierarchy and status
(Harrison, 1972). Stability and respectability are often appreciated as much as competence in a role oriented organisation. Therefore, change processes tend to be difficult.
Organisations that operate in exceedingly regulated law areas, display a sizeable degree of role orientation (Harrison, 1972). Daft’s bureaucratic culture matches Harrison’s role culture
(Merchant & Merchant, 2007).
Role Culture
Person Culture Task Culture
In a task culture the main target of the organisation is output. The structure of an organisation is shaped and adjusted to meet the requirements of the task or function to be performed. Teams are formed to solve particular problems (wikipedia). Emphasis is led on rapid, flexible organisation response to changing conditions in the environment. Compared to Daft’s culture types, the adaptability culture fits best (Merchant & Merchant, 2007). Finally, in a person-oriented organisation the individual employee is the centre. This type exists primarily to serve the needs of the members of the organisation (Harrison, 1972). Competencies, needs and skills are the starting point for the organisation (Kluytmans, 2001). By making optimal use of all employees’ talents, the success of the organisation will improve. In this type of culture, the clan culture is recognisable (Merchant & Merchant, 2007). It is this type of culture that is necessary to reap the benefits of diversity. Hence, a separate paragraph is assigned to this type of corporate culture (§2.4).
2.4 The Inclusive Diversity Corporate Culture
Based on Kotter’s (1996) and Cox and Beale’s (1997) models of leading change, Pless and Maak (2004) have developed four transformation phases for building an inclusive diversity culture (see figure 4).
FIGURE 4
Transformation Stages for Building an Inclusive Diversity Corporate Culture
(Source: Pless & Maak, 2004)
Phase 1: Raise awareness and Create Understanding
The first necessary step to build an inclusive corporate culture is raising awareness and creating understanding for the fact that different people have different views (Pless & Maak, 2004). Respect is a key word in this phase. All different views add value to the organisation. Consequently, it can not be said that one true reality or perspective is better than others. It is necessary for views to be integrated in order to create an inclusive environment. Furthermore, it is important that a common basis of understanding is developed (Pless & Maak, 2004). By this is meant that common moral norms and values are identified, as well as the different underlying assumptions on which behaviour and thoughts are based (Pless & Maak, 2004). All employees need to be aware of all types of individuals and have to understand other cultures and positions. In this way a cultural transformation process is triggered and a foundation for an inclusive culture and for legitimate corporate success is born.
Phase 2: Develop a Vision of Inclusion
However, it is important that it is part of the larger company vision. According to Kotter
(1996), once the vision is created the management team needs to communicate the vision through the entire organisation and outside the corporation to ensure employees’ and clients’ commitment.
Phase 3: Rethink Key Management Concepts and Principles
The diversity vision is converted into guiding business principles that reflect the ‘new’ shared values, assumptions, and beliefs. In this light, the content of leadership is shifting from a solitary, expert role into a relational, coaching role. Additionally, decisions are not only made by the management team but are moving downward (Ianello, 1992). By including multiple voices the base of knowledge to develop decision alternatives is enlarged. Also, the amount of solutions to problems is increased by multiple voices (Shaw & Barrett-Power, 1998).
Phase 4: Adapt HR Systems and Processes
The final phase concerns the actual change in HR systems, processes, behaviour and culture. Employees need particular competencies to create an inclusive corporate culture. These inclusive competencies indicate clearly which behaviour is valued; these competencies are: cultural empathy and respect, open-mindedness, social initiative, emotional stability, flexibility (Zee & Oudenhoven, 2006), and cultivating participative decision making and problem solving processes and team capabilities (Pless & Maak, 2004). The competencies only have a long-term effect if they are embedded in the integrated management system and employee process (Cox & Beale, 1997).
A process that supports the building of an inclusive corporate culture is the employment process (Pless & Maak, 2004). In the following paragraph, a closer look is given at the employment process in building and cultivating an inclusive diversity culture.
2.5 Employment Process and Diversity
Job analysis & job evaluation Strategic workforce planning Recruitment; for which jobs?
Initial screening
Selection (which jobs; acceptable?)
Training & development Performance management
Organisational exit Reject
Or in other words, all HR instruments are related, as the feedback loops show in figure 5
(Cascio & Aguinis, 2005).
FIGURE 5
A Systems View of the Employment Process
(Source: Cascio & Aguinis, 2005)
The last phase in the employment process, organisational exit, can help by making transparent why employees leave the organisation and if leaving is on a voluntary or involuntary basis. Organisational exit influences, and is influenced by, prior phases in the employment process
(Cascio & Aguinis, 2005).
3. RESEARCH METHODS
This chapter discusses the methods that were used during the research process in order to formulate an answer to the management challenge of the Frisian Police Force. The main purpose of this chapter is to provide information on how the data were collected and in what way the data were analysed.
3.1 Types of Research
During this study a quantitative and a qualitative research were conducted. Both types of research were used in order to develop a comprehensive representation of the situation at the Frisian Police Force. The quantitative research was composed of secondary data searches, whereas the qualitative research consisted of document analysis, attending presentations, individual depth interviews, and a form of observation. By means of the outlined situation, specific interventions could be established and implemented to integrate diversity management into the entire organisation.
3.2 Quantitative Research
As said in the previous paragraph, the quantitative research was composed of secondary data searches. The composition of the labour force of the Frisian Police Force was made transparent by a quantitative scan. Data of the labour force are recorded in a database with employee files, called Beaufort. Every trimester reports are composed from this database and are forwarded to the management team of the organisation and to the Home Office (BZK). Data used during this research were generally of the year 2005 and in some situations reports were available of the period 2002 to 2006. Data of the year 2005 were processed by the Dutch Police Academy in order to illustrate the current situation in the forces. I have chosen for the period 2002-2006 and specifically the year 2005, so that data could be compared with other police forces. Research was conducted by the Dutch Police Academy to make the composition of the Dutch police forces transparent and to support them in making their forces more diverse.
However, before the composition of the population could be made transparent, it was necessary to explain the term ‘population’. By population is meant: the total Frisian society and the district composition in accordance with the classification of the teams at the Frisian Police Force. For the Dutch Police Force it is a necessity to become and remain legitimate in society in order to be able to carry out its work properly. Furthermore, the Dutch Police Force wants to increase its cooperation with the Dutch population. This means that they have to acquire knowledge about the different groups in the society and about the population’s composition. Statistics Netherlands (CBS), the Home Office (BZK), and the Ministry of Social Affairs and Employment (SZW) provide recent figures and statistics and they provide information on trends. These sources were used during the research to create a scan of the composition of the Frisian society.
To develop a comprehensive answer to the research and investigative questions, the secondary data searches were used in combination with qualitative methods. These methods are discussed in the next paragraph.
3.3 Qualitative Research
As said in the introduction of this chapter, the qualitative research was composed of several techniques. Each of these techniques is elaborated in the subsections beneath.
Document Analysis
Another technique used during the qualitative research was the individual depth interview. Two groups of participants took part in the interviews: diversity experts from outside the Dutch Police Force and key persons on diversity within the Dutch Police Forces. In the next two subsections the interviews with both groups are elaborated.
Individual Depth Interviews with Diversity Experts
Interviews were held with four diversity experts from several organisations and with different positions. Organisations that participated were TNO, ING Group, DIV, and the Defence Force. The group of participants included two senior researchers (one man; one woman) and two diversity managers (one man; one woman). They were chosen because of their experiences and attitudes on the subject of diversity and diversity management. However, the experiences and attitudes were based on different perspectives. The senior researcher of the Defence Force was interviewed on diversity management, because it is a kind of organisation that can be compared to the Dutch Police Force regarding hierarchy, a dominant male culture and the reasons for diversity management. Defence’s labour force is not a reflection of the composition of women and ethnic minorities in the Dutch society. Moreover, an interview was held with the diversity manager of ING Group. Diversity management has been on the agenda of ING since 2000 (ING Group, 2004). The first focus was on moving more women into senior management positions. Since 2001, the percentage of women was almost doubled from 4% to 7.3% in 2006 (ING Group, 2006). ING sees the need to form diverse teams and to attract and retain people of diverse backgrounds, as better business decisions can be made because of different viewpoints. Therefore, they are trying to create a more open culture where all people feel welcome (since 2004). Furthermore, TNO has conducted research on several Dutch Police Forces concerning several topics, f.e. an ageing workforce, employability, and diversity management. Additionally, TNO develops guidelines for organisations on how to deal with the topics TNO conducted research on. The diversity manager of DIV worked at the Amsterdam Police Force for some years. DIV develops instruments to manage diversity for middle and small companies.
Individual depth interviews with key diversity persons of the Dutch Police Forces Additionally, interviews were held with several managers of the Frisian Police Force and diversity employees within the Dutch Police Forces.
The vision on diversity and the support of the Management Team is necessary to develop and implement diversity initiatives. Therefore, it was made transparent by individual depth interviews. In appendix C the interview plan is given. Furthermore, interviews were held with the diversity manager and with the six HR managers of the Frisian Police Force. The HR- and diversity managers are the encouragers and the driving force behind the action plan. They have to stimulate the employees in making the plan a success. To make sure the HR managers encourage the implementation, they were interviewed on their knowledge on diversity, corporate culture, the employment process at the Frisian Force and their perspectives for the incorporation of diversity in the organisation. Besides these two groups of participants, interviews were also held with twelve diversity employees of the Dutch Police Forces. The interviews with employees of other forces than the Frisian Force served to examine which actions are already used in their forces and which of these were (un)successful. Their answers have been used in the development of a suitable recommendation for the Frisian Police Force to incorporate diversity in its work processes and its workforce.
The interview plan (appendix C) used for the Management Team of the Frisian Force was also used for the twelve diversity employees of the Dutch Police Forces and the six HR managers and the diversity manager of the Frisian Force.
Attending Presentations
Observation and Scan
To make a significant and successful change in an organisation it is important to have a thorough understanding of the organisation’s culture (Pless & Maak, 2004). The method observation was used to explore and to experience the current corporate culture directly
(Cooper & Schindler, 2006). In particular, I walked around through the entire organisation to be able to describe the organisational culture from inside it. Cox and Beale (1997) developed a form to identify corporate culture and subcultures (f.e. in a team). Based on the form of Cox and Beale and on items from the Frisian employee satisfaction research conducted in 2005, I developed an extended model. A remarkable point in the employee satisfaction research was the absence of the theme diversity. In appendix D, model 1, the extended model and a description of the used terms in the form are given.
To make a thorough description of the current corporate culture at the Frisian Police Force, I used another method: corporate culture scans. In appendix E and F, the scans are presented. The first scan was developed by Deshpande et al. (1993). By filling in the scan the most dominant corporate culture type in relation to the environment and structure became visible. The second scan was based on the model and types of Harrison (1972). This scan described the current and the preferred culture type.Although different people developed the scans, they can be compared to each other and should give the same current dominant type of culture
(Merchant & Merchant, 2007).
4. RESULTS OF THE QUANTITATIVE RESEARCH
In this chapter the results of the quantitative are presented. As said in the previous chapter, the quantitative research was composed of secondary data searches. Statistical results of all forces can be found in appendix G. In this chapter, the statistical results of the Frisian Force are highlighted. The data originate from the ‘Monitor Personeelsvoorziening Politie’ and Beaufort and are classified into the processes intake, run through, turnover, and reflection of the Frisian population. Unfortunately, statistics about employees’ nationalities in the Dutch police forces are not entirely available and therefore not valid, because organisations are not obliged to ask employees about their nationalities.
4.1 Intake
Since the focus of this study is on women in managerial ranks and on ethnic minorities, the statistical results were also concentrated on these two groups.
Intake by Sex
In appendix G, table 4, the percentages are given of men and women working at the Dutch police forces at the end of 2005. In table 1, the Frisian Force and the nationwide average of the Dutch forces are highlighted at the end of the year 2005.
TABLE 1
Persons in Percentages to Sex and Work Position at the Frisian Force and the Nationwide Average of the Dutch Forces
Working in primary processes Working in supporting position
Percentage of persons working at
the Dutch police forcei
(31-12-2005) Men Women Men Women
Frisian Police Force 82 18 44 56
Nationwide average 80 20 43 57
(Source: LECD, 2007) 1 All values in this table have a significance level of p < .10
Examining the intake of new employees in the years 2002 to 2006 (table 5, appendix G), amount and proportions for men and women fluctuated. In conclusion, the Frisian Force met the requirements for proportion men:women sufficiently. However, the percentage of women working in the primary processes needs to be increased.
Intake by Ethnicity
Subsequently, in table 6, appendix G, the target percentages are given for the forces at the end of the year 2005. In table 2, the Frisian Force and the nationwide average of the Dutch Forces are highlighted at the end of the year 2005.
TABLE 2
Number and Percentages of Foreigners Working at the Frisian and Entire Dutch Police Force at the End of 2005
Force Total Foreign %
For-eign
Target figure in %
Morocco %M Turkey %T
Suri-nam %S Antillean %A Frisian †p 1,671 37 2.21 2 2 0.12 2 0.12 3 0.18 3 0.18 Dutch total *p 46,145 2,342 5.08 - 285 0.62 488 1.06 453 0.98 144 0.31 (Source: LECD, 2007) †p < .10 .20 < *p < .10
The target figure for foreigners working at the Frisian Police Force was 2.0% for the year 2005. At the end of 2005, 2.21% of the Frisian workforce was foreigner (table 3). With this result, the Frisian Police Force was one of four forces (Brabant-Noord, Fryslân, Hollands Midden, and Noordoost Gelderland) that achieved its target figure (see table 7, appendix G). The target figure for ethnic minorities working at the Frisian Force for the year 2008 is 3%.The nationwide average target figure has been set at 10% for the year 2011. The nationwide average was 5.08% in the year 2005. All forces need to increase its target figures significantly to achieve the nationwide target figure of 10% over four years. All Dutch forces need to increase the number of ethnic minorities in order to improve the relationship with foreign clients. Unfortunately, no statistics were available on the intake of foreigners or on the number of ethnic minorities sorted according to the category of work (primary processes and supporting positions).
4.2 Run Through
Run Through by Sex
In table 3, the situation was highlighted of the Frisian Force in comparison to the nationwide average of the forces.
TABLE 3
Scale Partitioning in Percentages to Sex at the Frisian Force and the Nationwide Average of the Dutch Forces
1-8 9-12 13-18
Percentage of persons working at the Dutch police
forcesii (31-12-2005) Men Women Men Women Men Women
Frisian Police Force 68 32 82 18 95 5
Nationwide average 64 36 82 18 87 13
(Source: LECD, 2007) 11 All values in this table have a significance level of p < .10
As can be seen in table 3, women in managerial ranks (13-18) are still rare (5% at the Frisian force; 13% average in the Dutch forces). The average target figure was 12% for the Dutch forces for the year 2005. Unfortunately, no target percentage was available for women in managerial ranks at the Frisian Force. However, the percentage of the Frisian Force was much lower than the nationwide average. Therefore, interventions are needed to increase the run through of women into managerial ranks.
Run Through by Ethnicity
In table 4, the situation was highlighted of the Frisian Force in comparison to the nationwide average of the forces.
TABLE 4
Scale Partitioning in Percentages to Ethnicity at the Frisian Force and the Nationwide Average of the Dutch Forces
1-8 9-12 13-18
Percentage of persons working at the Dutch police
forces (31-12-2005) Native Foreign Native Foreign Native Foreign
Frisian Police Force †p 98 2 99 1 95 5
Nationwide average *p 93 7 97 3 98 2
(Source: LECD, 2007) †p < .10 .20 < *p < .10
Remarkable point, the percentage of foreigners in a managerial rank in the Frisian Force is higher than the nationwide average. This fact does not mean that no attention has to be paid to the group ethnic minoritues in managerial ranks; interventions are still necessary to maintain and increase this percentage. In conclusion it can be said that the Frisian Force is doing well in comparison to the nationwide average; however, more attention can be given to attract and remain foreigners in managerial ranks to increase the percentage.
4.3 Turnover
At the Frisian Police Force some turnover data were available. For example, in a number of cases it was recorded where former employees found a new job. Unfortunately, reasons for leaving were not written down, because most of the time exit interviews were not held or data were not recorded. However, the Dutch Police Academy had some nationwide information about unpredicted turnover by sex (figure 6) and ethnicity (figure 7).
FIGURE 6
Nationwide Unpredicted Turnover in Percentages by Sex for the Years 2002 to 2005iii
0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 2000 2001 2002 2003 2004 2005 Man in primary processes Woman in primary processes Man in supporting positions Woman in supporting positions
(Source: LECD, 2007) 111All values in this figure have a significance level of p < .10
FIGURE 7
Nationwide Unpredicted Turnover in Percentages by Ethnicity for the Years 2002 to 2005iv 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 2000 2001 2002 2003 2004 2005 Native in primary processes Foreigner in primary processes Native in supporting positions Foreigner in supporting positions
(Source: LECD, 2007) 1vAll values in this figure have a significance level of p < .10
Unpredicted turnover for foreigners is higher than for natives and especially in supporting positions. In order to draw more conclusions and to develop interventions, it is necessary for all forces to record and monitor data about turnover.
4.4 Reflection of Frisian Population
The quantitative scan was also used to map out the composition of the population, which the Frisian Police Force aspires to become a reflection of. As can be seen in table 5, a small increase can be expected in Western and non-Western foreigners in the Frisian population, starting in the year 2006 to 2025 (Statistics Netherlands, 2007).
TABLE 5
The Frisian Population divided in Native Dutch People and Western and non-Western Foreigners for the Years 2006, 2010, 2020, and 2025
Origin 2006 2010 2020 2025 Natives 588,775 584,486 569,462 561,880 Western Foreigners (1st and 2nd generation) 31,026 33,845 43,469 48,339 Non-Western Foreigners (1st and 2nd generation) 25,437 28,305 37,107 42,097 Total population 645,238 646,636 650,038 652,316
(Source: Statistics Netherlands, April 2007)
The percentage of natives will decrease slightly during this period: with 4.79%. However, the total Frisian population will increase by 1.1%. In table 9 in appendix G, the composition of non-Western foreigners in the Frisian population is given for the years 2006, 2010, 2020, and 2025. All groups of non-Western foreigners will increase (Statistics Netherlands, 2007).
TABLE 6
The Frisian Population divided in Natives and Foreigners per Team for the Years 2006, 2010, 2020, and 2025
Total 1st and 2nd generation
Team Year Total
population Natives Western foreigners Surinam Dutch Antilles & Aruba
Turkey Morocco Other non-Western 2006 91,085 86,752 2,607 131 118 63 37 1,377 1. Noordoost 2025 87,946 79,380 5,042 323 287 158 109 2,647 2006 51,567 48,651 1,817 102 93 36 21 849 2. Wald en Wetter 2025 52,611 47,047 3,096 245 250 99 110 1,764 2006 84,777 77,850 3,837 358 380 93 232 2,027 3. Smallingerland– Opsterland 2025 85,807 74,190 6,177 507 591 265 361 3,715 2006 43,376 38,254 2,369 311 122 482 352 1486 4. Heerenveen 2025 43,145 35,251 3,794 674 305 538 377 2206 2006 40,490 37,488 1,958 159 51 128 75 631 5. Joure – Lemmer 2025 41,367 36,063 3,216 299 295 144 124 1,226 2006 52,340 48,032 2,418 119 190 63 177 1,341 6. Stellingwerf 2025 48,104 42,136 3,476 237 216 125 173 1,741 2006 91,517 76,922 6,331 1,353 795 471 992 4,653 7. Leeuwarden 2025 104,315 83,528 9,344 1,445 1103 1,006 1,191 6,698 2006 42,915 38,405 2,709 165 91 99 234 1,212 8. Wad en Land 2025 41,973 36,250 3,384 225 162 268 230 1,454 2006 44,657 41,742 1,847 98 97 40 44 789 9. Middelsee 2025 44,279 38,815 3,242 198 196 116 81 1,631 2006 48,973 44,760 2,658 222 102 160 101 992 10. Snits en Wimbritseradiel 2025 47,994 42,087 3,310 302 368 237 236 1,454 2006 53,541 49,919 2,475 102 84 158 39 836 11. Iselmarkust 2025 54,775 47,133 4,258 389 342 334 203 2,116
(Source: Statistics Netherlands, April 2007)
As can be seen in table 6, all teams have to cope with an increase in foreigners in the next 20 years (Statistics Netherlands, 2007). 3.3% of the labour force in the Frisian region was foreigner in the year 2007 (LECD, 2007). The target figure of 3% for the Frisian Force for the year 2008 is therefore suitable. At the moment, team Leeuwarden already has to manage a large percentage of foreigners (15.95% of the population is foreigner). They are developing a policy on how to cope with specific groups of foreigners and how to anticipate on the increase in foreigners in association with the diversity manager, team Information, and the National Expertise Centre for Diversity (LECD). One of the tasks of the teams for the future will be to scan their environment regularly to discover which groups are represented in it and to develop an action plan on how to cope with the different groups.
5. RESULTS OF THE QUALITATIVE RESEARCH
In this paragraph the results of the qualitative research are given. Four techniques were used during the qualitative research: document analysis, individual depth interviews, attending presentations, and observation.
5.1 Document Analysis
At the Frisian Police Force many personnel policies were developed the last few years.
In the overall policy of the Frisian Force 2006-2010 a number of diversity objectives were formulated. From this policy a general HR vision was established for the next three years. The main point of the HR vision is that all employees are unique and their talents and competences are the foundation for the organisation. These talents and competences must be used as best as possible. However, the HR vision does not describe specific interventions or goals in order to make optimal use of employees’ talents and competences. Unfortunately, the new HR vision is not yet distributed at the HR department or in the entire organisation. Besides this, existing employment policies have not yet been altered to fit in the new HR vision. To be exact, standard HR policies are in place; f.e. a strategy for recruitment and selection, a policy on absence, on talent management, on performance management, et cetera. However, in existing policies target groups have not been emphasized. All in all, it can be said that no explicit policies have been developed concerning target groups or about diversity. In the next subsections, the instruments of the employment process discuss diversity activities.
Recruitment, Initial Screening, and Selection
Results show that the number of applying ethnic minorities has increased by using this office and the throughput of women and ethnic minorities has been improved by giving these target groups preference if there is talk of equal aptitude.
Persons of Faith
With the aim of solving and preventing discrimination and harassment, persons of faith (in Dutch: ‘vertrouwenspersonen’) were appointed and a harassment policy (in Dutch: ‘ongewenste omgangsvormen’) was developed and implemented at the Frisian Force. The persons of faith are unbiased in their judgement and are managed by the central person of faith. This central person is accountable to the Captain of Police, but maintains confidentiality. At the moment, activities are mainly reactive and need to shift to a more proactive approach to prevent discrimination and to create a safe work climate (Vries, Ven & Winthagen, 2007). As said earlier in the theoretical chapter, an inclusive diversity culture values dissimilar points of view and is based on the ingredients respect and open dialogue
(Pless & Maak, 2004). The harassment policy and the persons of faith are good supporting instruments in creating this type of climate; nevertheless, it must be carried out in the organisation. Additionally, the persons of faith followed training so that they know their possibilities and qualifications and the restrictions they have (Vries, Ven & Winthagen, 2007). However, not all persons of faith are trained how to cope with diversity issues (LECD, 2004).
Networks
Many forces in The Netherlands have set up networks for different groups of employees such as women, employees in managerial ranks, people with various sexual orientations, or ethnic minorities to exchange experiences and information. The Frisian Force had networks for people with various sexual orientations. Additionally, every now and then meetings were organized. From time to time meetings for women were organized, but no special network was developed for this group. However, the networks and activities do not exist anymore
(LECD, 2004), because fewer and fewer people wanted to organize the activities and meetings.
Training and Development
A remarkable point is that most of these employees do not ask colleagues with a different background to share their cultural knowledge (LECD, 2004). This is a shame, because literature says that sharing knowledge will improve collaboration between colleagues (Heijes & Verweel, 2006). Additionally, by sharing knowledge the solo role the colleagues played with the different backgrounds will disappear and a better match can be made between the service and the demands of society (Zee & Oudenhoven, 2006). A database with information about different cultures, habits, backgrounds, et cetera, is not yet available. This is especially hindering crime scene investigators and the employees working in the emergency aid (in Dutch: ‘noodhulp’) who need this type of knowledge frequently and instantly. Fortunately, a national database will be made available by the Dutch Police Academy and TNO.
Performance Management
During performance management and performance appraisal no specific attention is given to diversity topics or the particular competencies that are needed to create an inclusive corporate culture (mentioned in §2.4; phase 4). At the moment, employees receive feedback or an appraisal the degree of success of the individual and the team in reaching organisational objectives. By making diversity part of the organisational goals, the inclusive competencies are needed to value the desired behaviour.
Exit Interviews
In Short
Overall it can be said that activities have been ad-hoc, policies have not been integrated into the organisation’s strategy or into the HR vision, and employment policies are not linked to each other. Fortunately, a diversity manager has been appointed since January 2007 to carry out diversity activities and to supervise them.
The first activity the diversity manager has set up, was the integration of the theme diversity in a project group, called Professioneel Kompas. This group is implementing the new values of the Dutch Police Force by a questionnaire to call the employees’ attention to the new values and by representatives inside the Frisian Force. The representatives are propagating the new values, they are trying to raise awareness, and they are creating understanding for the fact that different people have different views. In summary, the first step has been taken in building an inclusive diversity culture (Pless & Maak, 2004). The diversity manager is developing more interventions to make diversity an integrated part of the organisation.
5.2 Individual Depth Interviews with Diversity Experts
According to the different diversity experts, several challenges for the Dutch Police Force have to be conquered. In this paragraph, the main challenges and results of the interviews with the diversity experts are given.
TNO
This point of view is in accordance with phase 2 of Pless and Maak’s transformation stages for building an inclusive diversity culture.
Additionally, De Vries says, too little attention is paid to the cultural knowledge already available within the forces. Instead of making use of this knowledge, many forces buy cultural training programs to obtain knowledge about other cultures. Employees, therefore, that have cultural knowledge because of their backgrounds, nationalities or religions, stop offering assistance. Furthermore, transfer of the learned knowledge is omitted most of the time. Moreover, De Vries advises to make use of the knowledge and competences already available in employees and in the organisation. In literature the same advice is given to facilitate better collaboration between colleagues (Heijes & Verweel, 2006) and to make a better match between provided services and the demands of society (Zee & Oudenhoven, 2006).
Another challenge can be found in the ad-hoc policies and activities present in the Dutch and Frisian Police Force. Many forces have developed specific isolated policies and actions for the target groups and have not integrated diversity management into the existing HR vision and policies. De Vries advises to check the consequences of an intervention for all employment instruments, because changes in one policy, will lead to changes in other policies. According to De Vries, emphasis has been led on the target groups and their differences, instead of regarding them as equal to other employees. Considering diversity management as a guiding principle for all employees, irrespective of their opinions or background, as said by De Vries, will lead to improvements in the performance of the organisation.
The Dutch Defence Force
Also, discrimination and harassment still regularly occur with respect to minority groups. This affects the image of the Defence Force in a negative way (Richardson, 2006). Moreover, the working climate in the Defence Force hinders the recruitment of women and ethnic minorities as well. An important difference between the Dutch Defence Force and the Dutch Police Force can be found in the support of the management teams. The top of the Defence Force does not consider diversity a permanent element of their job (Richardson, 2006). Agars & Kottke (2002) state that role modeling of pro-diversity behaviours starts at top level, and flows down through the levels of management. Fortunately, the top of the police forces supports and stimulates the incorporation of diversity management.
ING Group
Diversity is also on the agenda of the ING Group, because it produces commercial benefits. Having a diverse labour force, foreign clients can be attracted easier because employees have knowledge about the clients’ interests and habits. This assertion matches literature perfectly, because research has shown that a better match between provided services and the demands of society will lead to improvements in performance (Zee & Oudenhoven, 2006). Therefore, the ING Group is trying to create a more open culture where all people feel welcome. For example, they have set up several networks for their employees, such as a network for women, for people of various sexual orientations, and a global cultural network. They consider networks an important aspect to make their employees aware of differences. Furthermore, experiences can be exchanged during these meetings. According to Zee and Oudenhoven (2006), networks facilitate the encouragement of relationships at work and it reduces mutual unfamiliarity by sharing experiences and views. Additionally, the ING Group focuses on women in managerial ranks. Since 2001, the percentage of women in a senior management positions was almost doubled from 4% to 7.3% in 2006 (ING Group, 2006). The ING Group can help the Frisian Police Force by sharing their knowledge on diversity.
DIV
5.3 Individual depth interviews with key diversity persons of the Dutch Police Forces To indicate the current and prefered future situation of the Dutch and Frisian Force, interviews were held with the top management team, the HR of the Frisian Police Force, and with several diversity managers of the Dutch forces. In this paragraph the main challenges and results of these interviews are presented.
Top Management Team of the Frisian Police Force
The top management team of the Frisian Police Force is propagating the importance of a diverse labour force for the police force. Reasons can be found in a better link with the demands of the environment (services and products are tuned to the more diverse composed population), enhancing legitimacy in society (better relationship between the police force and society), improving the image of the force (make the force attractive for all types of people), enlarging the labour pool, and intensifying the collaboration with external partners. All these reasons will lead to advanced business performances in the end (Jayne & Dipboye, 2004). However, according to the top management team, first of all internal changes have to take place to ensure that all types of people feel at home in the Frisian Force. Adjustments in systems and strategies only are not sufficient (Agars & Kottke, 2002). Also changes in employees’ behaviour are necessary, the project group Professioneel Kompas has started therefore a cultural change process. Furthermore, a diversity manager has been appointed to manage diversity interventions and to develop a diversity action plan.
The HR Department of the Frisian Police Force
The Frisian Force has established project groups in order to systematize processes. Unfortunately, employees are not always aware of these groups. Therefore, links are not made between project groups; the groups are operating separately. Literature implicates that it is important to create overview and links, otherwise activities do not achieve the preferred effect
(Arredondo, 1996). For this reason, diversity has become part of the CIO’s (Chief Information Officer) portfolio and a diversity manager was appointed in January 2007. Together they try to connect diversity initiatives within the several project groups and they attempt to coordinate diversity interventions within the entire organisation.
Because of this, policies and activities may become isolated and cause confusion among the employees because consequences for other processes are omitted (Vries, Ven & Winthagen, 2007). The main reason for this problem can be found in the isolated functions the HR managers possess. In short, every HR manager is responsible for one or more employment instrument(s) (a chart of the department can be found in appendix a, figure 2). Some of the managers are trying to optimize their instruments and pay attention to the utilization of talents and competences, while others pay no attention to it at all. Furthermore, the HR managers do not have the same perceptions about fulfilling their roles, f.e. some HR managers are working at administrative and tactical level while others are working at strategic level. The HR managers mentioned that it is not always made clear what is expected of them. A solution can be found in more cooperation between the HR managers and other parties, f.e. the diversity manager. The HR managers’ executive (‘Hoofd Advies & Beheer’) and the HR director have to encourage cooperation and have to show that best results can be reached by making use of each others competences.
Final important point the HR managers mentioned was to stimulate employees to express their views. Executives should listen and use these views and make the most of employees’ competences. However, employees do not always feel safe to give their opinions to their executives or in a team meeting; different views are not appreciated at all times. By pointing out to the executives’ and employees’ behaviour, awareness and understanding can be created for different views. The HR managers can help the teams to develop a more open team culture; however, before they can help others they have to create an open culture in their own team. Therefore, the HR managers have to collaborate more with each other and relevant parties; they have to improve the employement instruments regularly; and they have to give each other feedback on displayed behaviour.
Diversity Managers of the Dutch Police Forces
Despite dissimilar development stages, all diversity managers mentioned a common problem: an unsafe working climate. Employees do not feel safe enough to share their opinion with other people inside the organisation. Moreover, according to the diversity managers, type of leadership style and team and/or corporate culture play an important role in creating a safe work environment. This idea corresponds to literature that states that leadership style needs to shift to a relational, coaching role to obtain the best from their employees and the team as a whole (Vries, Ven & Winthagen, 2007; Pless & Maak, 2004). To reach an inclusive diversity culture, behavioural change is necessary. Employees need to acquire more cultural empathy and respect, social initiative, open-mindedness, emotional stability, flexibility, team capabilities, and participative decision making (Zee & Oudenhoven, 2006). The forces try to make use of each other’s developments as much as possible. A database can help the exchange of information. Furthermore, the diversity managers would like to start a network to discuss experiences. The diversity manager of the Frisian Force considers diversity management as the HR vision. The foundation for the HR vision is making optimal use of employees’ talents and competences. According to the diversity manager, systems and procedures need to alter, but behaviour and corporate culture are as well important. You can change procedures and systems, but without a culture that fosters different views, it remains difficult to attract and remain individuals with different views and backgrounds. Therefore, he said, the Force needs to include diversity in all organisational elements and in individual behaviour.
5.4 Attending Presentations
As said in paragraph 3.3 I attended the presentations of Bureau Driessen and of the Rutgers Nisso Group. The main and most relevant results of their research, they mentioned during their presentations, are summarized in the following subsections.
Bureau Driessen
Bureau Driessen conducted research on the position and expertise of ethnic minorities within the Dutch Police Force in the year 2006. The results were both positive as well as negative. A remarkable positive result was that ethnic minorities working at the Dutch Police Force were satisfied (93%), proud (80%), and had a good relation with their native colleagues (91%). Furthermore, the percentage of ethnic minorities working at the Dutch Police Force was 6.2
These positive results must at least remain steady, but rather be improved to facilitate a better image and a higher number of inflowing foreign employees. A less positive result is the high percentage of ethnic minorities that left the Dutch Police Force because they felt subordinated at promotions and during the selection for training programs (28%) or at distributing important tasks (18%). When looking at the used theory it is important to promote and select people because of their competences instead of rejecting them because of their ethnicity
(Thomas, 1990). It is necessary for all forces to pay serious attention to these causes, because losing members of this group will lead to less legitimacy in society. Bureau Driessen advises to improve the work climate in the Forces.
Although discrimination has been limited, foreign police officers feel less safe and less confident (20% has this feeling) in contrast to native police officers (5%). Since discrimination is a major problem, the Dutch Force hired the Rutgers Nisso Group to conduct research at discrimination and harassment. In the subsequent subsection, their main results are briefly discussed.
Rutgers Nisso Group
5.5 Observation
During my introduction at the Frisian Police Force I noticed that hierarchy is a major feature in the organisation. The higher the employees’ position, the more power and influence he or she has. Moreover, much value has been given to the formal structures. Many thoroughly described procedures and rules are available about how to operate and who has to be involved during the processes. Executives coordinate pursuing the procedures and bear final responsibility. Employees discuss problems with their executives; however the executive decides how to operate. The role culture of Harrison (1972) can be found in this description, because the level of formalisation and centralisation are high.
Additionally, each year every team develops an action plan on their goals. The executive makes sure that the action plan fits the organisation’s strategy and communicates the organisation’s vision to his/her team. Employees work together to reach the team’s and organisation’s goals. Compared to Daft’s (2004) model, it can be said the strategic focus is internal. Formerly, less attention was paid to the needs of the environment. However, in order to remain legitimate in society, executives and employees are focussing more on the needs of the environment. The dimensions taken together the teams of the Frisian Force are shifting from a bureaucratic culture to a clan culture.
A striking point for me was that many of the employees working in the primary processes told me that they see their job as their mission in life. The employees that I talked to were very enthusiastic about their jobs and activities. In addition, they felt a high level of loyalty and commitment to the organisation and to their team. Some of the employees described the organisation as a sort of family with a collective goal: to serve the community in the best way they can. Commitment, loyalty, and sense of family are features of the clan culture (Daft, 2004; Deshpande et al., 1993).
Overall it can be said that processes, structures and systems match Harrison’s bureaucratic and role culture, while behavioural perceptions fit Daft’s clan culture better. The corporate culture scan developed by Deshpande et al. (1993) led to the following results (table 7).
TABLE 7
Results of Deshpande et al.’s Corporate Culture Scan
Type of culture Clan (A) Adaptability (B) Bureaucratic (C) Mission (D)
The current dominant culture type at the Frisian Police Force is the bureaucratic culture (180 points); however the other three types also received a number of points, which were close to each other. Harrison’s scan led to the results presented in table 8.
TABLE 8
Results of Harrison’s Corporate Culture Scan
Situation Present Future
A. Power Culture 3 0
B. Role Culture 4 0
C. Person Culture 1 6
D. Task Culture 2 4
Harrison’s scan (1972) pointed out the role culture as dominant culture (4 points). The power, task, and person culture also received points, respectively 3, 2, and 1 point. The dominant preferred culture is the person culture (6 points), followed by task culture (4 points). The other two types, did not receive any points during the scan. Put together, both corporate culture scans showed more or less the same results (table 9). Furthermore, the results of the walking around period also approximately fit the descriptions of Deshpande’s and Harrison’s scans.
TABLE 9
Results of both Scans by Matching Types of Culture
Deshpande’s type of culture Points Harrison’s type of culture Points
Clan 85 Person 1
Adaptability 60 Task 2
Bureaucratic 180 Role 4
Mission 75 Power 3
6. CONCLUSIONS AND RECOMMENDATIONS
This chapter provides answers to the investigative questions and to the main research question, which were mentioned in the introduction. Furthermore, recommendations about the incorporation of diversity at the Frisian Police Force are given.
6.1 The Current Focus on Managing Diversity
As many western-European organisations, the Frisian Police Force became aware of shifts in the labour market and in their primary client group, society. Due to demographic and economic developments, the requirements of society are also changing. This implies that services and products must be tuned to the more diverse composed population. In other words, flexibility in external adaptation will become more important for the Frisian Force in order to carry out its activities and to remain legitimate in society. More flexibility in external adaptation can be achieved by adjusting all organisational characteristics to the needs of the environment. Literature confirms this statement by mentioning that finding the right fit in organisational characteristics will lead to organisational effectiveness, whereas a poor fit can lead to decline or to major fiascos for the organisation (Daft, 2004). In order to make the needs of the environment transparent and to improve business performance, the Frisian Police Force tries to create a workforce that is a reflection of society. According to literature, a diverse workforce in it self is not sufficient enough to improve business performance (Jayne & Dipboye, 2004). All members of different identity groups introduce different, significant and competitively important knowledge, competences, and insights (Thomas & Ely, 1996). By making use of this knowledge, competences, and insights, organisations are approaching diversity more holistically and only then they are able to reap the total benefits of diversity
