During this module, you will submit your third scholarly paper which will relate to combatting cybercrime. Please keep in mind that this is a research paper, not a reaction or opinion
During this module, you will submit your third scholarly paper which will relate to combatting cybercrime. Please keep in mind that this is a research paper, not a reaction or opinion paper. Your instructor is looking for cited information regarding the topic.
must follow the example
Scholarly Paper 3 Instructions
CRM 220 Module 8
The U.S. Department of Justice’s organizational structure changed after 9/11/01. One section that was added is the Computer Crime and Intellectual Property Section of the Criminal Division of the Department of Justice. Combatting cybercrime has implications that concern whether law enforcement must disregard some Constitutional rights to protect Americans. Some of these issues concern privacy laws and electronic surveillance.
For this paper, assume you are a policy maker in Washington, D.C. Outline the problem and propose suggestions you recommend to encourage law enforcement and lawmakers to protect Constitutional rights of Americans while continuing to fight cybercrime.
Your paper must be at least 700-800 words in length, excluding the title and reference pages, and must adhere to the Publication Manual of the American Psychological Association 7th edition writing format. If your paper does not comply with this format, you will lose points. You may want to visit Purdue OWL or the Saint Leo University Library APA Guide for assistance with formatting your paper in APA style. The Saint Leo University Library recommends Zotero, which is free, to assist in correct APA formatting.
You must cite at least two scholarly references for your paper. Please be aware that websites such as Wikipedia are not scholarly sources. You are encouraged to access the University’s online library resources to find scholarly journal articles, etc. The ProQuest and EBSCO databases may be helpful but remember to limit your search to scholarly journal articles. Please remember to review the information about locating and citing proper sources in your syllabus
You must submit this assignment to the Scholarly Paper 1 Dropbox no later than Sunday 11:59 PM EST/EDT of Module 2. (This Dropbox is linked to Turnitin.)
Your paper will be worth 100 points and will be graded according to the rubric posted in the course.
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21ST CENTURY CHALLENGES 1
WHAT ARE 21ST CENTURY CHALLENGES 2
21st-Century Challenges Facing Human Resource Managers:
Risks of Missed Opportunities of Recruiting Law Enforcement from High Crime Zones
Student Name
Dr. Sabrita D. Thurman-Newby
Saint Leo University
August 8, 2023
Abstract
This research paper sought to identify 21st century challenges faced by human resource managers in recruiting candidates for law enforcement. The research shows challenges of the 21st century include, removing stereotypical viewpoints, low expectancies from high-risk communities, and increase efforts of recruitment of qualified candidates for long term employment who could migrate into senior positions. The challenges include reducing the risk factors of in-group biases to exclude hiring the best candidates and the unintended consequences of failing to meet the needs for a diverse and evolving workplace. The research also identified missed opportunities for recruiting available human resources and manpower from high-risk communities due to negative interactions with law enforcement.
Keywords: candidates, challenges, consequences, diversity, factors, opportunity, risks
21st-Century Challenges Facing Human Resource Managers:
Risks of Missed Opportunities for Recruiting Law Enforcement from High Crime Zones
Overview
Human resource management is an important component of any industry whether it is a public organization or a private entity, its purpose is the foundation of meeting the hiring needs for the benefit of acquiring good candidates (Amarakoon, Weerawardena, & Verreynne, 2018). The functionality of the human resource manager is to recruit and help retain the best possible individuals with the experience, personality, appearance, and skillset that best serves the organization. The qualities of the human resource manager are the means in meeting the strategic goals of the organization presenting candidates laced with diversity and characters that enhance the work environment with individuals who are pertinent for solving the vacancies and prevalent for the longevity of the organization leadership initiatives. Human resource managers for criminal justice organizations face many challenges in recruiting the right candidate to fill vacancies within the organization whether through senior staff retiring or from shortages among the rank-and-file employees (Berman, Bowman, West & Van Wort, 2016; Okay & Scholarios, 2019). A human resource manager, executive leadership along with first line supervisors work together to serve in filling the vacancies expected and the unexpected vacancies in the criminal justice organization (Anderfuhren-Biget, Varone & Giauque, 2014; Berman et al., 2016; Okay & Scholarios, 2019; Schafer & Martinelli, 2008).
Human Resource Managers
In the case of human resource management for the field of criminal justice organizations on the local, state and federal levels, decisions made in recruitment impact the effectiveness of policing, the commitment of protecting and serving the public interest in the best interest of the public. Human resource managers are reflective of the leadership for the criminal justice organization and directly impacted by the perceptions emanated by the human resource managers in how they recruit for other leadership, supervisors, and the rank-and-file employees of the criminal justice organization. The goal for the human resource manager, executive leadership, supervisors and managers, is to enhance the work environment by selecting individuals that strengthen the strategic goals of the criminal justice organization (Anderfuhren-Biget et al., 2014; Berman et al., 2016; Okay & Scholarios, 2019; Schafer & Martinelli, 2008).
One of the greatest strengths of the criminal justice organization is in the collective approach by the leadership of the criminal justice organization, to serve the public in the best interest of the public and more often than not, that approach is utilizing available resources and manpower from within all communities including high risk communities which are wrought with diversity (Anderfuhren-Biget et al., 2014; Berman et al., 2016; Okay & Scholarios, 2019; Schafer & Martinelli, 2008). One of the biggest challenges for filling vacancies and retaining employees within the criminal justice organization, is recognizing the viability of non-traditional candidates from high risk communities, previously excluded from consideration for reasons such as in-group biases or more definitively as group racism (Anicich, Galinsky, Whitson, Kray & Wang, 2017; Okay & Scholarios, 2019).
Human resource managers for the criminal justice organization for the local, state or federal agencies are essentially gateways for individuals to become a part of a problem-solving network. If considering the human resource manager is a part of the entry process to these organization, it would be reasonable to assess the power the human resource manager wields (Okay & Scholarios, 2019). Considering the amount of control, the human resource manager has in the recruitment and the selection process, it would also be reasonable to assess the tools used to attract viable candidates to the criminal justice organization and where those attractors are placed and for whom the attractors target (Okay & Scholarios, 2019). A human resource manager, executive leadership, supervisors and managers with a likeminded mindset which is discriminatory in nature and still in existence in the 21st century, is not only a challenge to hiring but more so a threat to hiring (Anicich et al., 2017; Okay & Scholarios, 2019).
The evolution of communities across the United States of America calls for a more diverse approach to meeting the needs of those communities by extracting a workforce from those evolved communities. Criminal justice organizations at the local, state, and federal levels are representative of the need for structured, dependable civil servants who are service oriented in the best interest of the public (Okay & Scholarios, 2019; Schafer & Martinelli, 2008). Provided the best interest of the public is based upon general and unbiased perspectives that include all races, cultures and creeds without regard for national origins (Anicich et al., 2017; Bell, Leopold, Berry & Hall, 2018; Okay & Scholarios, 2019).
The importance and relevance of evolutionary approaches to including diversity in hiring practices at the local state and federal levels of government agencies and for criminal justice organizations (Okay & Scholarios, 2019). In particular, is the social interaction patterns that are formed outside of the workplace which can in turn, permeate the workplace (Anicich et al., 2017; Okay & Scholarios, 2019; Schafer & Martinelli, 2008). Personal social views orchestrated outside the workplace are impactful in the work place, essentially when those personal social views have authority over whether a qualified individual is excluded from even consideration as a potential candidate (Anicich et al., 2017; Okay & Scholarios, 2019; Schafer & Martinelli, 2008).
Historical Impact
After the onset Civil Rights Movement in the 1940s through the 1960s, American citizenry demanded a chartered course in response to disparities of race and culture effectively suppressing American citizens (Bell et al., 2018; Bendick & Nunes,2012; Okay & Scholarios, 2019). The suppression of minority citizens sanctioned by local, state and federal laws which existed through discriminatory practices emboldened by criminal justice organizations (Bendick & Nunes,2012; Okay & Scholarios, 2019). The movement extracted the laws of the land to change and made employers conscious of the disparages and the Civil Rights Act of 1964 paved the way for minority candidates to enter into the workforce where previously they had been excluded systematically (Bendick & Nunes,2012; Okay & Scholarios, 2019).
One of the issues of discriminatory practices from before, during and after the Civil Rights Movement is in the human resource managers, the executive leadership’s ideology and core values system implemented and supported by the first line supervisors which trickled down to the rank-and-file employees for the organization (Bell et al, 2018; Bendick & Nunes,2012; Okay & Scholarios, 2019). Ideally, the human resource manager will recruit candidates identified as civil service employees or those who have a service first initiative, individuals who work as public servants for local, state and federal government agencies serve in the interest of the public (Anderfuhren-Biget et al., 2014; Berman et al., 2016; Okay & Scholarios, 2019; Schafer & Martinelli, 2008).
Community Assets
Some of the best candidates for employment within a criminal justice organization are from the very communities served by the criminal justice organization and so often those potential candidates become missed opportunities by recruiters (Bendick & Nunes, 2012; Okay & Scholarios, 2019). If it is considered that the criminal justice organization is made up of men and women with a shared commonality in ideology and values, very germane to the definition of a community, then it is reasonable to assert that the best candidates for public service, in the best interest of the public, come from within a community (Anderfuhren-Biget et al., 2014; Bendick & Nunes, 2012; Berman et al., 2016; Okay & Scholarios, 2019; Schafer & Martinelli, 2008).
Civil service employees may take a written or oral exam as a prospective employee but, to advance the process toward actual employment, a human resource manager must be knowledgeable of the skills, personality and training needed for potential candidates beyond testing (Anderfuhren-Biget et al., 2014; Berman et al., 2016; Okay & Scholarios, 2019 ). The human resource manager has the tedious and defining job of identifying the best candidate to serve the public interest in the best interest of the public (Gravett, 2017; Okay & Scholarios, 2019; Schafer & Martinelli, 2008). The human resource manager should also be knowledgeable of the attractors needed to capture and retain the interests of the men and women that make up the structure of the organization. The human resource manager, the executive leadership, supervisors and subordinates should all share an ideology and value system that correlates directly with the community they serve (Gravett, 2017; Schafer & Martinelli, 2008).
Available Resources
It is reasonable to assume that the perceptions of the criminal justice organization at the local, state and federal levels by the people and communities they serve should be stellar and beyond reproach (Gravett, 2017; Kende & McGarty, 2019; Okay & Scholarios, 2019). The criminal justice organization should be comprised of men and women who are not impacted by personal views and serve the public interest without fail or reserve for an individual’s race, creed, religious affiliation or sexual orientation (Bell et al., 2018; Gravett, 2017). An identifiable paradox in the challenges for the human resource manager in recruiting candidates for the criminal justice organization is in the perceptions of law enforcement by certain demographics (Kende & McGarty, 2019; Okay & Scholarios, 2019).
Police officers are sworn to protect and serve without stereotypical perceptions and rightfully human resource managers shall consider perspective candidates for employment (Bell et al., 2018; Kende & McGarty, 2019). There are risks for certain demographics to be excluded as potential candidates based on race and culture rather than qualifications perpetuates the disparity impeding the inclusion of individuals just based on where they live or the economic issues of where they live (Kende & McGarty, 2019). Marrying the candidate with the economics of where the candidate resides is an implicit bias and an infectious approach creating missed opportunities to glean available human resources and manpower by unconsciously and unfairly influence hiring (Kende & McGarty, 2019; Okay & Scholarios, 2019).
Ideology Shapes Policy
A human resource managers approach to both recruitment and retention methods should be in line with the United States Constitution and the rule of law, exhibiting fairness and transparency in the best interest of the public (Bell et al., 2018; Doane & Cumberland, 2018). The community served by criminal justice organizations on the local, state and federal levels should and must maintain a productive and favorable position rather than selective imagery in how the public perceives the individuals who work in the organization (Bell et al., 2018; Doane & Cumberland, 2018; Okay & Scholarios, 2019; Schafer & Martinelli, 2008). Each employee of the criminal justice organization is reflective of the organization and should be diverse enough so that the organization is reflective of the community (Doane & Cumberland, 2018; Kende & McGarty, 2019; Okay & Scholarios, 2019; Schafer & Martinelli, 2008).
Again, the ideology and value system of the organization should align well with the ideology and value system of the potential candidate and all those employed at the criminal justice organization (Bell et al., 2018; Doane & Cumberland, 2018). The criminal justice organization serves the general public regardless of class and economy and therefore, when the class of the citizenry or the economic worth of the citizenry is in consideration of the services provided the impact on that citizenry is negative (Bell et al., 2018; Doane & Cumberland, 2018; Okay & Scholarios, 2019; Schafer & Martinelli, 2008). When human resource managers consider candidates for employment within a criminal justice organization, the candidates cultural views are eligible for discernment to prevent instances of biases based on culture and race (Doane & Cumberland, 2018; Kende & McGarty, 2019). Human resource managers should consider the promise of strategically exploring candidates in all communities without regard for race, culture or national origin to avoid missed opportunities of available resources (Okay & Scholarios, 2019).
Reforming Perceptions
It is important to stress the need for positivity in the perceptions of law enforcement and criminal justice organizations who make direct and indirect contact with citizenry of affluent communities and the communities considered high risk (Doane & Cumberland, 2018). High risk communities experience socio-economic issues with higher instances of crime, traditionally and primarily hosting a minority demographic of people (Bell et al., 2018; Doane & Cumberland, 2018; Fox-Williams, 2019). Historically, the criminal justice system of America has used incarceration as a tool of suppression against specific demographics of citizens creating a long and storied perception of bias in the name of crime control (Bell et al., 2018; Fox-Williams, 2019).
Further criminalizing the behavior of a certain demographic in the disproportionate tradition of the criminal justice system is causation for systemic alienation and reversed avoidance of the organization responsible (Fox-Williams, 2019). This historical perception of bias in a specific community serves to disenfranchise and further exclude potential opportunities to hire from within these communities from both the disproportionate arrests and seemingly targeted criminalization of behaviors which result in arrests which negate the hiring by criminal justice organizations at the local, state, and federal levels (Bell et al., 2018; Doane & Cumberland, 2018; Fox-Williams, 2019).
The evidence in the hot spot policing in certain communities with a predominant demographic is over-policing practices serve only to undermine the positive perceptions of law enforcement (Bell et al., 2018; Fox-Williams, 2019). Notably these factors enforce negative stereotypes on both the internal stakeholders or residents and the criminal justice organizations that miss opportunities to include potential candidates (Anicich et al., 2017; Fox-Williams, 2019). Excluding certain demographics risks decreasing opportunities for recruiting and sends a message regarding worth and viability to those demographics.
Technological Advancements Create More Risk and Missed Opportunities
Technological advancements of social media platforms such as Facebook, Twitter and Snapchat have further hindered the relationship between the citizenry of high-risk communities and law enforcement (Anicich et al., 2017;Bell et al., 2018; Fox-Williams, 2019). The recorded displays of live and video footage of excessive force and deadly force against certain demographics further the risk for missed opportunities to recruit viable candidates (Anicich et al., 2017; Bell et al., 2018; Fox-Williams, 2019).
Perhaps the historical aspects of the worth of the citizenry for those high-risk communities is a contributing or determining factor but still in and of itself is a missed opportunity for human resource managers to select a qualified candidate for no other reason than location (Anicich et al., 2017; Bell et al., 2018; Fox-Williams, 2019). At the very least the changes in perception would begin with reform of the disproportionate over-policing of the high-risk community if considered the labeling of high-risk is based on stereotypical, in-group biases of criminal justice organizations (Anicich et al., 2017; Bell et al., 2018; Fox-Williams, 2019). Expectedly, biases would be discouraged by human resource managers, executive leadership, supervisors and managers who would lead by designing and implementing policy and procedures to impeded and prevent discriminatory practices from the top levels of the organization (Anicich et al., 2017; Fox-Williams, 2019; Okay & Scholarios, 2019).
Limitations and Barriers
There are obvious limitations and barriers for removing risks that increase missed opportunities for human resource managers recruitment of candidates from high-risk communities (Loafman & Little, 2014; Metcalfe & Pickett, 2018). One such limitation is the chances of a member of that community actually not being interested in working in a criminal justice organization and the conscious decision to pursue other endeavors. Another contributing factor is that the most eligible candidates have lost the zeal or appeal because of the negative perceptions generated by direct or indirect interactions with criminal justice organizations (Loafman & Little, 2014; Metcalfe, & Pickett, 2018). Over-policing and over interactions with police can be a deterrent for young people within the so-called high-risk community (Loafman & Little, 2014; Metcalfe & Pickett, 2018). Another barrier or limitation for potential interest of person from a high-risk community may be in the risk of life and limb for what some may consider not to be an economically viable career pursuit (Loafman & Little, 2014; Metcalfe & Pickett, 2018). It can be considered that individuals may not perceive the probability of a potential candidate because of historical perceptions or stereotypes, reinforced by historical practices of criminal justice organizations (Loafman & Little, 2014; Metcalfe & Pickett, 2018).
What this research has observed is, the missed opportunities created from historical implications of disparities, stereotyping of demographics of certain communities and blatant racism. The research here also recognized and reported the perceptions certain demographics draw from actions of leadership and management that has not recognized the evolution of people and therefore have overlooked and continue to miss opportunities to recruit from unlikely resources and utilize available manpower. There will always be ongoing challenges in decision making processes that include some individuals and exclude others. The decisions may have the unintended consequences which will impede perceptions of those decisions directly and indirectly, negatively, and positively dependent upon who sits in judgement. The Saint Leo University Core Values System is comprised of specific directives for the uplifting and inclusion of every individual who seeks an opportunity to reach his or her fullest potential, without regard for race, creed, culture, religion, or national origin.
A community’s leadership is not unlike a human resource managers leadership for an organization. The leadership of the community looks to attract likeminded individuals to enhance the environment by targeting select individuals who possesses certain strengths and abilities. Just as the human resource manager seeks to encourage joining the organization with friendly approaches that are enticement so does the community leadership. The Saint Leo University Core Value System encourages the inclusion of community and the natural resources of manpower easily collected from within. A community is a viable source of individuals who are diverse and present of the same commitments to excellence, integrity, respect, stewardship, and personal development momentum expected when supported.
References
Amarakoon, U., Weerawardena, J., & Verreynne, M.-L. (2018). Learning capabilities, human resource management innovation and competitive advantage. International Journal of Human Resource Management, 29(10), 1736–1766. https://doi-org.saintleo.idm.oclc.org/10.1080/09585192.2016.1209228
Anderfuhren-Biget, S., Varone, F., & Giauque, D. (2014). Policy environment and public service motivation. Public Administration, 92(4), 807-825. doi:10.1111/padm.12026
Anicich, Galinsky, Whitson, Kray & Wang. (2017). “Challenge Your Stigma : How to Reframe and Revalue Negative Stereotypes and Slurs.” Current Directions in Psychological Science 26(1):75–80.
Bell, M., Leopold, J., Berry, D., & Hall, A. (2018). Diversity, discrimination, and persistent inequality: Hope for the future through the solidarity economy movement. Journal of Social Issues, 74(2), 224-243. doi:10.1111/josi.12266
Bendick, M., & Nunes, A. (2012). Developing the research basis for controlling bias in hiring. Journal of Social Issues, 68(2), 238-262. doi:10.1111/j.1540-4560.2012.01747.x
Berman, E. M., Bowman, J. S., West, J. P., & Van Wart, M. R. (2016). Human Resource Management in Public Service: Paradoxes, Processes, and Problems, Publisher: SAGE Publications, Fifth Edition. ISBN-13: 978-1483340036
Cronin, S., McDevitt, J., & Cordner, G. (2017). Police supervision: Perspectives of subordinates. Policing: An International Journal of Police Strategies & Management,40(1), 26-41. doi:10.1108/PIJPSM-07-2016-0117
Doane, E., & Cumberland, D. (2018). Community policing: Using needs assessment to gain understanding before implementing. Performance Improvement Quarterly, 31(2), 165-187. doi:10.1002/piq.21264
Fox-Williams, B. (2019). The rules of (dis)engagement: Black youth and their strategies for navigating police contact. Sociological Forum, 34(1), 115-137. doi:10.1111/socf.12484
Gravett, W. (2017). The myth of objectivity: Implicit racial bias and the law (part
2). Potchefstroom Electronic Law Journal, 20(1), 1-25. doi:10.17159/1727-
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Kende, A., & McGarty, C. (2019). A model for predicting prejudice and stigma expression by
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