THE EFFECT OF RECRUITMENT AND SELECTION PRACTICES ON WORK

ETHICS; A CASE STUDY OF THE GHANA POLICE SERVICE

BY

NYAABA Joseph Hammond

(BA Psychology)

A THESIS SUBMITED TO THE

DEPARTMENT OF HUMAN RESOURCE AND ORGANISATION DEVELOPMENT

KWAME NKRUMAH UNIVERSITY OF SCIENCE AND TECHNOLOGY

IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE DEGREE

OF

MASTER OF BUSINESS ADMINISTRATION (HUMAN RESOURCE

MANAGEMENT)

KNUST SCHOOL OF BUSINESS

COLLEGE OF ART AND SOCIAL SCIENCE

AUGUST, 2014

ii

DECLARATION

I do hereby declare that this submission is my own work towards the MBA (Human Resource

Management) degree and that, to the best of my knowledge, it contains no material

previously published by another person nor material which has been accepted for the award

of any other degree of the University, except where due acknowledgment has been made in

the text.

NYAABA JOSEPH HAMMOND …………………….. ……………………

(PG7607712) Signature Date

Certified by:

MRS. FELICITYASIEDU-APPIAH ……………………… ………………………

(SUPERVISOR) Signature Date

MR. J.K TURKSON ……………………. ……………………….

(HEAD OF DEPARTMENT) Signature Date

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ABTRACT

The main objective of the study is to assess how recruitment and selection practices influence

work ethics. Specifically, it examines the effect of recruitment and selection practices on

work ethics as a case study of the Ghana police service. It employs a sample of 150 police

officers, covering both junior and senior officers from the Kumasi Central subcommand of

the Ghana police service. Convenience sampling technique is used in the selection of the

sample. A 5-point Likert scale questionnaires are used for the data collection on the

recruitment practices, selection processes and work ethics. Anova and correlation analyses

were used to examine the mean difference and effect of the recruitment and selection

practices on work ethics in the Ghana Police Service. The findings of the study suggest that

although beneficial, certain recruitment and selection practices recorded negative associations

with the work ethics variables employed in the study. The correlations also revealed weak

association between the selection practice and work ethics proxies. It showed that frequent

training sessions conducted after recruitment impacts sense of value into the officers, hence

less likely to portray unethical behaviours on duty. This was positively correlated with fair

dealings, applying fair treatment, and responsible for one actions. The results also revealed

positive strong association medical assessment and the ethical working behaviours but

negative with the unethical work place behaviours. The Anova test also revealed significant

differences in the selection and recruitment practices of the service and how they are related

to work ethics. Employee competency was associated with being responsible for ones actions

and being virtuous. One-to-one interview is more likely to recruit corrupt officials with

unethical than the other selection practices. Factors such as work experience, panel interviews

and tests used makes the selection and recruitment practices very effective. Therefore, the

police service should strengthen their recruitment and selection practices to streamline

unhealthy and unethical behaviours in the agency.

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DEDICATION

This study is dedicated to my loving parents Mr and Mrs Nyaaba for their support and

encouragement to the successful completion of my course.

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ACKNOWLEDGEMENT

I would like to give thanks and praise to the Almighty God for His guidance and protection

throughout my life and education.

I wish to express my appreciation to Mrs. Felicity Asiedu-Appiah, my supervisor who took

time to read and made the necessary criticisms, suggestions and corrections in the course of

writing this thesis. Much appreciation is also extended to my colleagues at the Central

Police Station who took time off their busy schedules to participate in this study.

I am also highly indebted to faculty members of the KNUST School of Business especially

those in the department of Humana Resource and Organization Development, their

encouragement and mentorship has been very useful in bringing me this far. Most

especially, I am grateful to Mr. J.K Turkson, Mrs. Rosemary Coffie and Dr. (Mrs) Florence

Ellis. I am also grateful to Mr. Joseph Agana and Lawrence Asamoah for assisting me in

the data analysis.

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TABLE OF CONTENTS

DECLARATION...................................................................................................................... ii ABTRACT .............................................................................................................................. iii

DEDICATION......................................................................................................................... iv ACKNOWLEDGEMENT ....................................................................................................... v TABLE OF CONTENTS ....................................................................................................... vi LIST OF TABLES ............................................................................................................... viii LIST OF FIGURES ................................................................................................................ ix

CHAPTER ONE ...................................................................................................................... 1 INTRODUCTION.................................................................................................................... 1

1.1 Background of the study .................................................................................................. 1 1.2 Statement of the problem ................................................................................................ 3 1.3 Objectives of the study .................................................................................................... 3 1.4 Research questions .......................................................................................................... 4 1.5 Significance of the study ................................................................................................. 4

1.6 Limitation of the study .................................................................................................... 4 1.7 Scope of the study ........................................................................................................... 5

1.8 Methodology ................................................................................................................... 5 1.9 Organization of the study ................................................................................................ 5

CHAPTER TWO ..................................................................................................................... 6

LITERATURE REVIEW ....................................................................................................... 6 2.0 Introduction ..................................................................................................................... 6

2.1 Work Ethics ..................................................................................................................... 6 2.2 Theoretical Framework of Work Ethics ........................................................................ 10 2.2.1 Deontology ................................................................................................................. 12

2.2.2 Teleology .................................................................................................................... 13 2.3 Theoretical Framework of Recruitment and Selection .................................................. 14

2.4 Recruiting and Selection Practices ................................................................................ 16 2.5 Organisational Approach to Recruitment and Selection ............................................... 23 2.6 Recruitment and Selection Practices and Work Ethics ................................................. 24

CHAPTER THREE ............................................................................................................... 29 RESEARCH METHODOLOGY AND ORGANIZATIONAL PROFILE ...................... 29

3.0 Introduction ................................................................................................................... 29

3.1 Research design and instrument .................................................................................... 29 3.2 Population ...................................................................................................................... 29 3.3 Sample and sampling technique .................................................................................... 30 3.4 Data Collection .............................................................................................................. 30 3.4.1 Sources of data collection ........................................................................................... 30

3.4.1.1 Primary data sources ............................................................................................... 31 3.4.1.1.1 Questionnaires ...................................................................................................... 31 3.4.1.2 Secondary sources ................................................................................................... 31 3.5 Validity and reliability ................................................................................................... 32 3.6 Method of data analysis ................................................................................................. 32

3.7 The Ghana Police Service ............................................................................................. 32

3.7.1 Mission and Values Statement ................................................................................... 34 3.7.2 Promoting Ethics and Ethical Behaviour ................................................................... 35

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3.7.3 Oath of Office ............................................................................................................. 35 3.7.4 Code of Ethics ............................................................................................................ 36

CHAPTER FOUR .................................................................................................................. 38

DATA PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS ................. 38 4.0 Introduction ................................................................................................................... 38 4.1 Characteristics of the sample ......................................................................................... 38 4.2 Descriptive statistics of respondents views on recruitment practice, selection process

and work ethics dimensions of the Police service. ...................................................... 42 4.3. Correlation Analyses .................................................................................................... 50

4.3.1 Relationship between recruitment practice and work ethics ...................................... 50 4.3.2 Relationship between selection practice and work ethics .......................................... 52

CHAPTER FIVE ................................................................................................................... 56 SUMMARY, CONCLUSION AND RECOMMENDATIONS ......................................... 56

5.0 Introduction ................................................................................................................... 56 5.1 Summary of Main Findings ........................................................................................... 56

5.1.1 Recruitment and Selection Practices in the Police Service ........................................ 56 5.1.2 Attitudes of Officers towards Work Ethics ................................................................ 57

5.1.3 Effect of Recruitment and Selection Practices on Work Ethics ................................. 57 5.1.4 Effectiveness of Recruitment and Selection Practices of Ghana Police Service ....... 58

5.2 Conclusion ..................................................................................................................... 59 5.3 Recommendations ......................................................................................................... 59 5.3.1 Academic background ................................................................................................ 60

5.3.2 Establishment of reward systems ............................................................................... 60

5.3.3 Sanctions .................................................................................................................... 60 5.3.4 Proper Screening of recruitment and selection process .............................................. 60

REFERENCES ....................................................................................................................... 62

APPENDIX ............................................................................................................................. 72

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LIST OF TABLES

Table 1: Sample and sampling technique ................................................................................ 30 Table 4.2.1: Descriptive statistics of responses on recruitment practice related questions ..... 42 Table 4.2.2: Descriptive statistics of responses on selection practice related questions. ........ 43

Table 4.2.3: Descriptive statistics of responses on selection practice related questions. ........ 44 Table 4.2.4: Results on ANOVA analysis and mean percent of responses between recruitment

practice and work ethics in Ghana Police Service. ........................................... 46 Table 4.2.5: Results on ANOVA analysis and mean percent of responses between selection

practice and work ethics in Ghana Police Service. ........................................... 48

Table 4.3.1: Correlation Matrix for relationship between recruitment practice and work ethics

........................................................................................................................... 52

Table 4.3.2: Correlation Matrix for relationship between selection practice and work ethics 55

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LIST OF FIGURES

Figure 4.1: Demographic Characteristics of the respondents .................................................. 39 Figure 4.2: Chart showing the Age Characteristics of the respondents ................................... 39 Figure 4.3: Chart showing the Rank Characteristics of the Respondents ................................ 40 Figure 4.4: Chart showing Educational Characteristics of the Respondents ........................... 41

Figure 4.5: Chart showing Work Experience of the respondents in the Police Service .......... 41

CHAPTER ONE

INTRODUCTION

1.1 Background of the study

Ethical conduct after recruitment has been a significant concern in many organizations

including the police service (Metcalf, Walling, and Fogarty, 1994). Every police department

is faced with the necessity of recruiting and selecting competent personnel to fill its complex

roles (Orrick, 2008). Buckley and Caple, (2009) clearly indicate that the success of the

security service is dependent on the ethical conducts of its workforce and practices in the

department. Yet the question still remains whether these personnel necessarily employ these

ethical conducts in their duties after recruitment?

In response to these concerns, the Ghana police service is progressively adopting a variety of

strategies to reduce unethical behaviour of officers after recruitment. These techniques have

included implementing codes of conduct, providing ethics education and training, and

altering reward systems (Byrne, 1988). Although, recruitment and work ethics are well-

documented in police science literature in developed countries, little evidence is known on

developing countries especially Ghana. Employees’ attitudes toward work ethics have been a

subject of research over the past decades. Prior studies such as Beck and Wilson (1995) have

suggested that unethical behaviour of new recruits become pronounced when they encounter

co-workers who have negative outlooks of the organization. The effect of which, they spelt

out to be powerful and possibly destructive (Wright, Dai and Greenbeck, 2011).

Whilst studies such as Wright, Dai and Greenbeck (2011), Beck and Wilson (1995) and

Jermier and Berkes (1979) examine contemporary attitudes of new recruits to increasingly

mimic those of more experienced officers; Cummings (1965), Germann (1969), Kelling

(1988), Ness (1991), Kochur (1997), Marion (1998), McLaughlin and Donahue (1995) have

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acknowledged the inconsistency of ethics in police training with the police role outside the

academy. Alpert and Dunham (1997), Bayley and Bittner (1984) also note that the police

service often fail to provide the distinction between ethics in the training academy and work

ethics outside the training academy. Fitzgerald (1989) and Wood (1997) on the other hand

identify the inept and complex bureaucratic structures, lack of accountability measures as

some of the negative aspects facilitating unethical behaviour in the police service. They

further argued that the effectiveness of officers are deemed of little concern because little

concerns are given to organizational practices and ethical conducts by superiors after the

recruitment process (Fitzgerald, 1989).

Consequently, Atuguba (2007) argues that since the police academy training was in line with

traditional values and societal norms, officers of the 1980’s were used to discipline than

current generation of police officers hence the breakdown of ethical standards in the Ghana

police service. Notwithstanding, prior studies such as McCafferty (2003) associates current

widespread unethical behaviours among police officers to exposures emanating from modern

liberalism, corruption in the recruitment and selection systems, increased civil disobedience

and breakdown of both the family and authority. These exposures he acknowledged to often

create conflict between ethical conducts and practices. In line with McCafferty’s arguments,

Hubbard, Cromwell, and Sgro (2004) believe that meaningful empirical support for any

relationship between ethics and practice in the workplace is lacking. Therefore, the need to

streamline current recruitment and selection practices to much with desired ethical conducts

in the work place. To fill this gap, this study therefore, will examine the how recruitment and

selection practices influences work ethics in the Ghana police service.

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1.2 Statement of the problem

With the new emerging organizational reality where changing competition and ethical

standards are becoming eminent in organizational behaviours, employees’ attitude toward

work ethics and standards is becoming imperative in organizational settings like the Ghana

Police Service. Academicians and political activists (see Atuguba, 2007; Wood, 1997;

Fitzgerald, 1989) on the integrity of existing literature have bemoaned the failure of

organizational ethics in significantly impacting on working culture and standards in the

security agencies. However, findings have shown that current economic conditions, have

contributed immensely to the numerous unethical standards saddled with the security

services. The question that comes to mind is; are there any work ethics or code of conduct in

the police service? And are these standards been employed? What are the ethics that an

officer must follow? Even though, literature on police science have reported numerous

performances of officers, the question to be answered is why hasn’t recruitment kept up with

work ethics in the police service (Bradford and Pynes, 1999). Therefore, this study examines

the effect of recruitment and selection practices on work ethics in the Ghana Police Service.

1.3 Objectives of the study

According to Alpert and Dunham (1997), it is difficult to emphasize sufficiently the link

between training and application of work ethics or standards in the police academy. They

believe that the most significant investment the police department makes is the training of

their personnel but not the application of the training in their duties. The study is to therefore

examine the effect of recruitment and selection on work ethics in the Ghana Police Service.

However, the specific objectives encompass the following;

1. To examine the recruitment and selection practices in the Ghana Police Service.

2. To assess the attitudes of officers towards work ethics in the Ghana Police Service.

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3. To examine the impact of recruitment and selection on work ethics in the Ghana

Police Service.

1.4 Research questions

1. What are the recruitment and selection practices in the Ghana Police Service?

2. What are the attitudes of officers towards work ethics in the Ghana Police Service?

3. What impact does recruitment and selection practices have on work ethics in the

Ghana Police Service?

1.5 Significance of the study

Current employee attitudes towards work ethics in organizational settings like the Ghana

Police Service has become imperative as enforcement trainers are focused on bridging the

gap between recruitment training and performance of officers. An organization or unit such

as the Ghana Police Service should aim at evaluating its policies and processes to determine

whether the actions and inactions of the officers are in-line with the work ethics of the

institution hence international standard practices. The study will go a long way to bring out

the setbacks, if any, in the work ethics of officers in the Ghana Police Service and show how

recruitment has affected work ethics of the institution. This will help reinstate the lost

credibility (Atuguba, 2007) in the security services, bringing about high sense of discipline in

their duties. There is no doubt that the study will add up to the existing body of literate on the

subject matter.

1.6 Limitation of the study

The Research Study could not cover every aspect of the Ghana Police Service in the country

because of time and financial constraint. Furthermore, the uncooperative attitude of some

respondents also delayed the gathering of data for the study. But none of these affected the

quality of the research.

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1.7 Scope of the study

The study is focused on examining the impact of recruitment on work ethics in the Ghana

Police Service. The study covers the views of employees (officers and recruits) who have

completed their training and have been posted to the Kumasi Metropolis. How corresponding

interviews were made to sort the views of the top management of the police service on issues

concerning recruitment and selection practices in the police service.

1.8 Methodology

The research employs both primary and secondary data. The primary data are gathered

through questionnaires. However, the secondary data are collected from relevant journals

related to the research topic from the Ghana Police Service. Convenience sampling technique

is to be used in the selection of respondents of the questionnaires. The analysed data are

presented using tables and charts. A summary of the conclusion and recommendations are

presented based on the findings of the work.

1.9 Organization of the study

The study is organized in five chapters of which chapter one deals with the introduction,

chapter two discusses the review of literature related to the study. Chapter three looks at the

methodology and data and chapter four discusses empirical results. Finally, chapter five

concludes and offers policy implications emanating from the findings of the study.

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CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

It is often said that no other profession demands a higher ethical standard than that of law

enforcement service. Regardless of whether or not there are other careers that require a

similar dedication to doing the right thing, it is unquestionable that there is a justifiably

tremendous degree of expectations placed upon police officers in discharging their duties

after recruitment. However, words such as professional ethics and values are used, but for all

the talk of professional ethics in law enforcement, it is important to establish what work

ethics and ethical behaviour are, and what they are not. Such a strong push exists within the

law enforcement community to uphold ethical standards, but without a clear definition of

terms, such talk is futile.

2.1 Work Ethics

The term work ethics refers to the individual and institutional values that form the foundation

of integrity. Work ethics is framed as a comprehensive thought aimed at positive and human

consequences (Kolthoff, 2007). Work ethics, however, according to Kolthoff (2007) is used

to describe what constitutes good or bad behaviour in the work place setting, which in turn

could be understood from three different perspectives: Meta, normative and applied ethics.

The Meta-ethics deals with the technicalities of ethics, normative ethics constitutes moral

duties of people on their work and applied ethics is the application of ethical principles to

specific issues in the work environment. Work ethics is thus a specific style of implied

professional conduct that relates to how professionals ought to treat others within the context

of their profession (Tinsley, 2002).

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According to the Whitener (1998) work ethics indicate how one should behave in the work

place based on an implied moral duties and virtues. Thus, it predicts the continuous effort of

studying one’s own moral beliefs and moral conduct, and striving to ensure that both the

individual and the institutions live up to expectations that are reasonable and solidly-based

(Whitener, 1998). Paul and Elder (2006) observe work ethics to involve the process of

systematizing, defending and recommending concepts of right and wrong conduct, often

addressing disputes of moral diversity in the work setting.

However, ethical work principles are premised on the notion that right is always right and

wrong is always wrong (Weeks and Nantel, 1992). When officers fail to do what is right, and

especially when they do what is clearly and blatantly wrong, they erode the public trust just a

little more and further worsen the police service’s ability to work within the community and

carry out its mission. Adherence to high ethical standards, is vital to achieving the overall

goal of modern policing as any other tactics, techniques or practices. The need is

compounded by the growth of recruitment and selection that involves divergent local customs

and social norms as well as the ascendance of new generation of recruits who bring on board

new set of behavioural expectations into the police service after the recruitment and selection

process.

Gula (1996) delineates professional work ethics to encompass moral character and the sum of

obligations that pertain to the practice of a profession. He notes work ethics to be nothing

more than a set of ethical behaviour or constructs that characterize a profession such as in the

Ghana Police Service. The codes of conduct may be formally published or it may be

informal consisting of standards of conducts perpetuated by training and examples. The

theory of planned behaviour (Ajzen, 1991), an extension of the theory of reasoned action

(Fishbein and Ajzen, 1975), is one psychological model that is considered relevant to

understanding the relationship between attitudes and behaviour given its wide use by

8

scholars to explain the relationship between these constructs (Bobek and Hatfield, 2003;

Epstein, 1998). The theory states that behaviour is a function of intention which is, in turn,

determined by attitudes toward the behaviour, the subjective norm and the perceived

behavioural control (Ajzen, 1991).

In this regard, attitudes of police officers towards their work ethics can be viewed from two

perspectives: the outcomes of behaving ethically and the accrued values of those outcomes.

For example, the decision of a police officer to behave ethically after the recruitment and

selection process would depend on his or her perceived intuition that behaving ethically will

lead to outcomes that might either be attractive or unattractive to the organization. Such

attractive outcomes might include a pay raise, merit award, promotion, praise and an

opportunity for career development. On the other hand, loss of personal glorification might

constitute unattractive outcome. The combination of such values will determine his or her

overall attitudes towards the organizations work ethics.

Consequently, an attitude towards work ethics is postulated to be predictive of social

behaviour amongst police officials after recruitment and selection. However, the predictive

value of an attitude is somewhat contentious; with earlier researchers arguing for a weak

relationship (La Piere, 1934; Wicker, 1969; Young, 2013) while recent studies advocate some

form of relationship particularly under certain situations (Ajzen and Sexton, 1999). This,

therefore, suggests that the relationship between attitudes toward work ethics and social

behaviour may be strengthened or weakened under certain individual and situational contexts

of the working environment.

The concepts of social exchange theory (Blau, 1964) and the norm of reciprocity (Gouldner,

1960) may help in unmasking the moderating roles of perceived organizational support

and public recognition in the relationship between police attitude towards work ethics

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after recruitment and selection training. Previous researchers (Rousseau, 1994) have used

these models to explain the motivational basis of employees’ behaviours and the formation of

positive employee attitudes toward an organizations work ethics.

However, with current situation of fluid social networking, it is no longer sufficient to simply

have an organization mission statement. The need is compounded by the growth of global

recruitment and selection practices that involves divergent local customs and social norms as

well as the ascendance of new generation of workers who bring a new set of behavioural

expectations to the workplace (Hickman, 2008). Organizations need to establish and integrate

values, norms and customs into their mission objectives that spells out their day-to-day

operations, including their recruitment, selection processes as well as annual performance

reviews and as making it part of professional talent development (see Johnson, 2009; Young,

2013).

Crosbie (2008) notes that although work ethics are strings of guidelines imposed to redirect

individual behaviour towards achieving a specific aim, when employed in the recruitment and

selection practices of the police service will help enhance the recruitment and retain

employee whose personal values align with the value inherent in the Ghana police service.

Notwithstanding, Stephens (2010) argues that ethical conduct in recruitment and selection

practices in one way or the other builds a robust talent management strategy that rewards

both the officers through ethical decision making and the global reputation of the police

service.

When employees have no ethical principles to follow in the workplace they make decisions

based on their own values. However, varying values can create discord on the workplace, so,

stakeholders and management of the Ghana Police service in one way or the other need

ethical principles to set standards for their personnel. Regardless of individual values, ethical

10

principles in the workplace set common workplace values and culture. Having this mutual

understanding helps to create greater efficiency and productivity hence the reputation of the

recruitment and selection practices used by the police service in recruitment its prospective

workers (see Eldridge and Kerry, 2012; Caldero and Crank, 2014)

Ethical principles in the workplace can come into question when an employee needs to make

a decision. A decision might involve fairness, truth or values in the workplace. It may

concern a legal matter, professional or personal conflict. Even if an officer believes that he

can get away with a decision and no one will know, the decision could involve ethical

principles. Officers confused about ethical principles in the workplace should be able to turn

to their supervisors for guidance. If an officer declines to report a colleague’s misconduct,

then it becomes a violation of the ethical principles of the institution and hence when caught

can suffer consequences. If an institution chooses to neglect or ignore ethical matters related

to its recruitment and selection practices and processes, it indirectly exposes itself to

prospective employees that they don't have to take workplace ethical principles seriously.

However, some employers will sanction or fire an employee for unethical behaviour to set

standards for ethical principles in the workplace (see Billingsley, Nemitz and Bean 2013)

2.2 Theoretical Framework of Work Ethics

Fitch, (2013) in his book, the “Law Enforcement Ethics” argues that most people, in their

personal and professional lives, can sometimes go against their moral and ethical standards.

Ethical standards are what it means to be a good person or the social rules that govern our

moral behaviour in both the community and the work place. Ethics, essentially is what

constitutes the right and wrong or the good or bad behaviour in the workplace environment

(Goldsmith, 2013; Ruggles, 2014). The police service is an organization whose objective is to

provide security services to the community. The organization has a group of people that work

together to achieve its purpose. The moral challenges that these men and women face each

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day along with a whole range of problems that could occur, are why ethics plays such an

important role in the police service like any other business organization. Almost all police

agencies not excluding the Ghana police service have a written code of ethics, sometimes

called a code of conduct to set the standards that recruited officers are to follow (Wyatt and

Bell, 2013).

In today's society, understanding and practicing the concepts of ethics is a key factor that

many institutions stress among its employees. In order for an organizations such as the Ghana

police service to survive in such a changing and challenging environment, stakeholders and

top management of the security service must develop strong ethical standards that can be

implemented throughout the police service (Young, 2013). Implementation of ethical

programs can prevent and control misconduct among employees. Training management and

employees in ethics compliance is the best way to address ethical issues after their

recruitment into the agency. Thus, ethics training helps the police officers to identify

preferred values which in turn ensures that they know how to apply them in a questionable

situation. This however, develops their awareness and sensitivity to the values and culture of

the police service (Young, 2013).

Although, there exist many theoretical arguments on ethics, two principal ethical theories (i.e.

deontology and teleology) have been widely applied to organizational work ethics.

Deontology stresses what is “right,” while teleology focuses on the end result (Rallapalli,

Vitell, and Barnes, 1998). Moral philosophers suggest that both teleological and

deontological theories are utilized by recruits in the police service after the recruitment and

selection training when forming ethical judgments and decisions (Hunt and Vitell, 1986;

Rallapalli, Vitell, and Barnes, 1998).

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2.2.1 Deontology

Deontology stems from the thought “righteousness of a behaviour” (Hunt and Vitell, 1986).

The ethical value of the act is judged by the act itself, not necessarily the consequences of the

act (Rallapalli et al., 1998). Deontologists evaluate the rightness or wrongness of employee

herein, the officers behaviour by comparing the behaviour to a predetermined set of norms or

ethics (Hunt and Vitell, 1986). As it applies to the organization, these norms include both the

individual’s personal rules of behaviour and the organization’s codes of conduct (Granitz and

Loewy, 2007). Consequently, deontological theory also recognize that issue-specific or

situation-specific beliefs also determine ethical judgments and behaviours of individual

especially officer in their duty (Hunt and Hansen, 2007; Vitell, Singhapakdi, and Thomas,

2001).

The theoretical underpinning suggest that when employees are engaging in any action, the

action must be explored in a wider context since such action may have a rippling effect of on

foreseen circumstance. Thus, it establishes that one must see oneself as a potential legislator

at any time to differentiate between wrong and rightful behaviours.

However, Granitz and Loewy (2007) and Hunt and Hansen (2007) argue that as rational

beings we are ultimately free to discover and employ plausible reasons to support moral

uprightness in the workplace. They note that these moral uprightness are not something that

individual officers are obliged to create in their own minds, but are absolute guiding rule for

how we ought to act and shape our behaviour.

Deontology theory further explains that although, the law or ethical conducts of moral

behaviour are not forced upon individual by any external forces, it is discovered by sense of

reasoning hence when we employ such reasons and manage with sense of purpose, our

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actions are directed towards fulfilling a motive that is desirable by the society and the

organization (Brook and Christy, 2013).

2.2.2 Teleology

While deontology adds tremendous value in our understanding of work ethics, it is not

without its criticisms, one of which is the large number of exceptions to the “rules” (Hunt and

Vitell, 1986). Unlike deontology, which is concerned with the act itself, teleology measures

moral worth by the positive or negative consequences of the act (Ferrell and Gresham, 1985;

Hunt and Vitell, 1986; Vitellet al., 2001). Behaviour is considered moral if it results in more

good than evil (Hunt and Vitell, 1986; Vitell et al., 2001; Champion, 2013).

According to Vitell et al. (2001), an action is good when it is done with the right motive and

by a good person. They argue that employees may strive for happiness in their workplace if

they live virtuous lives that are linked to the ethic governing their workplace. To determine

whether an action is right it is essential to look at what kind of person is engaging in the

action (Champion, 2013). The outcome of an action is not the decisive feature, but the motive

from which the agent engages in the action. An action is good/virtuous when it is done by a

person who is virtuous. Although, the ultimate reason is to attain happiness, if the practices

and process used in the selection and recruitment of the employees is not refined to capture

the core values of the organization, the employee may never reach the desired level of

happiness he or she strives to achieve from the workplace. However, in linking ethical

decisions with employee workplace behaviour, teleologists have assigned four constructs that

are used in the evaluation ethical decision at the work place. These are as follows:

The perceived consequences of each alternative for various stakeholder

groups,

The probability that each consequence will occur to each stakeholder group,

14

The desirability or undesirability of each consequence,

The importance of each stakeholder group (Hunt and Vitell, 1986).

Although, the identification and importance of work ethics will change across situations and

individuals (Hunt and Hansen, 2007) an act therefore become unethical if it leads to an

inefficient use of resources or to personal gain at the expense of society in general (Ferrell

and Gresham, 1985). Thus, cultivating workplace ethics increases productivity and teamwork

among your employees by helping them to aligning the core values of the organization with

their own values. Achieving this alignment requires that the police service encourages

consistent dialogue with its stakeholders regarding the values of the organization, which

enhances integrity and openness among its employees and the society.

2.3 Theoretical Framework of Recruitment and Selection

According to Branine (2008) recruitment and selection refers to the process of searching for

and obtaining potential job recruits in sufficient quantity and quality so that potential

employers can select the most suitable candidates to fill in their job vacancies. Bratton and

Gold (2007) examine recruitment to be a selective process that generate a pool of capable

people to apply for employment to an organization.

The selective process here, is the process by which managers and others use specific

instruments to choose from the pool of applicants a person or persons more likely to succeed

in the job, given management goals and legal requirements. Recruitment and selection has an

important role to play in ensuring worker performance and positive organizational outcome.

It is often claimed that selection of recruits occurs not just to replace departing officers or add

to the pool of workforce but rather aims to put in place officers who can perform and

demonstrate efficiency at high levels with commitment to the police service (Ballantyne,

2009).

15

Though, recruitment and selection is critical to the success of an organization, it is imperative

that police administrators attract qualified applicants to manage their affairs. The importance

of these productive recruitment and selection procedures of the police service cannot be

overemphasized, regardless of the level. Poor recruitment and selection procedures result in

hiring or promotion of personnel who cannot communicate effectively with diverse

populations, exercise discretion properly, or perform functions required of the police service.

The actions that the organization takes during the recruitment process can provide signals to

the applicant and affect applicant attraction to the organization (Boswell, Roehling, LePine,

and Moynihan, 2003). Carlson, Connerley, and Mecham, (2002) believe attraction to be an

important constituent of recruitment processes. In order to improve attraction to the

organization, organizations can engage in three general strategies (Rynes and Barber, 1990).

The first is to improve recruitment practices, including organizational representatives,

recruitment messages, recruitment sources, and recruitment timing. This method is generally

cost-effective and low in risk (Rynes and Barber, 1990). Previous studies have found that

recruiter characteristics such as reasonableness are related to applicant intentions to accept a

job offer (Harris and Fink, 1987). Recruiter behaviours appear to be more influential than

recruiter demographic variables (Chapman et al., 2005).

The effectiveness of the recruitment and selection efforts by police service is influenced by

their ethical behaviour. Research in the area of moral admiration suggests that individuals

will prefer ethical organizations over unethical organizations. Moral admiration is the desire

for moral approval from oneself or others (Jones and Ryan, 1997). Individuals rely on moral

feedback from their referent group, which could be themselves only, important social groups,

or even include society as a whole (Jones and Ryan, 1997).

16

Although the degree of moral motivation to join the police service varies from person to

person (Jones and Ryan, 1997), this desire for moral approval explains why it is important for

the police service to signal ethicality to applicants during and after the recruitment and

selection period. Most people would rather be in an organization that encourages ethical

behaviour and provides consequences for unethical behaviour (Trevino and Youngblood,

1990), and it is in the best interest of the organization to behave ethically, so that the signal of

ethicality is relayed

2.4 Recruiting and Selection Practices

The literature on personnel management suggests a universalistic recruitment and selection

practices which are indirectly moulded on recruitment and selection processes traditionally

implemented by large firms in the private sector in their personnel recruitment and

management processes. This model confirms favourably with the specialized organizations in

terms of recruitment and selection such as the police service (Lockyer and Scholarios, 2007).

Shippmann et al, (2000) for instance examine the various techniques firms employ to identify

and categorise skills firms sought after, and to match and scrutinize candidates against these

standards. Among many of these techniques, they posit to include detailed job characteristics,

personnel specifications and competency; efficient aptitude and psychometric testing criteria.

Consequently, Shippmann et al, (2000) concludes that compromising on any of these

stratagems are essentially costly to deliver properly hence firms require considerable efforts

and expertise among others to implement such recruitment and selection strategies. Evidence

from Lockyer and Scholarios, (2007) further reveal that these traditional

techniques exemplified in the recruitment and selection of the police service (Kersleyet al,

2006) are patchily applied across the service recruitment practices in both developed and

developing countries (Fevre, 1989).

17

Different labour market models have consequently been applied in different models

of recruitment and selection process in identifying prospective applicants (Kersleyet al,

2006).A distinguishable issue in most of the existent personnel management studies is the

absence of conformity between informal practices and ideal type, practices employed usually

in industrial recruitment and selection. These issues are in two-fold. First, evidence is the

issue of discrimination emanating from informal methods employed in the recruitment

process. Secondly, poor fit emanating from the needs of the employer and their end results of

the whole recruitment and selection process. The case of informal methods more likely to

persist in low and semi-skilled jobs where opinions concerning informal techniques are more

subjective.

Consequently, prior economic studies show that the incorporation of informal techniques in

recruitment and selection of organizations have the likelihood of yielding more precise and

consistent information than more formalised techniques. Thus, would therefore lead to higher

remunerations and competitive work (Pellizzari, 2008).Brown and Hesketh (2004)

examine that highly ordered recruitment and selection structures have tendencies exhibit

biasness, from subjective biases of the decision maker. However, the likelihood to anticipate

below standard outcome from less formalised recruitment and selection techniques may well

be misleading. Such practices are indirectly not only the preserve of small firms.

On the other hand, Lockyer and Scholarios (2004) emphasize on cases where clear

underlying logic to this informality are employed; the recruitment and selection methods

generate relatively complex but reliable information on the capabilities of the personnel to

perform the job. For instance, a good illustration corresponds to situations where workare

given to prospective candidate tocomplete after which their performance are adjudged in

terms of quality and speed of execution of the project. For instance, prior studies on

recruitment and section practices have contended that in indeterminate situations, trial

18

processes rather than best practice model of recruitment and selection in the police service

may normally tend to apply more and make enhanced contributions to management efforts to

track competent candidates (Windolfand Wood, 1988; Iles and Salaman, 1995; Lockyer and

Scholarios, 2007). Accordingly, formal methods of recruitment in relation to informal

methods exploits on informal connections to communicate relevant information between

applicants and potential employers of organizations (Pellizzari, 2008).

Evidence further suggest that this trends coupled with recommendations sourced from family

members and formal employers exist within firms controlled by ethnic minorities and firms

with shared values and norms (Ram, 1994). Gallagher andO’Leary (2007) consequently,

illustrate that this trend of emphasis is likely to change with the rise in global knowledge

recruitment and selection processes. They emphasize that in areas where there are no

information asymmetry on recruitment and selection practices, the process and practice are

less likely to gravitate towards more formalised models. Their evidence however, is founded

partly on very optimistic views in lower level jobs. However, Parry and Tyson (2008) find

significant increase in the number of firms employing online recruitment sources from 2002

to 2006. This they noted to supplement rather than completely replace the more informal

channels of recruitment.

The ability to attract, recruit and select well-vested candidates is the hallmark of a successful

organization. As Mecham (2002) observes, “personnel are the critical resource in any

professional activity because the quality of work depends on the qualities of those hired. The

quality of options available to the police service can influence how effective recruits will

perceive the ethical codes of the organizations in its recruitment and selection practices. Prior

studies on organizational behaviour and worker performance (Rousseau, 1994) have

acknowledge the fact that prospective recruits do not only look for competitive platforms

such as salary, but also an environment and culture in which they would feel comfortable and

19

can flourish in administering their duties (Cable and Judge, 1996). This, Cable and Judge

(1996) believe to create sentiment for the organization hence create awareness of the recruit

to engage in ethical behaviours.

The recruitment and selection practices internally or externally using a range of options

including the organizations website, informal communication through existing employees or

outsourcing (Carless, 2007). There are a range of practices that may be used including:

applications forms, curriculum vitae, one-to-one and panel interviews, psychometric testing,

assessment centres, job trials, job specific aptitude or knowledge tests, graphology, group-

based activities and references. However, Pulakos and Schmitt (1995) noted that

organizations such as the enforcement service may imperatively employ three main methods

in their recruitment and selection of suitable candidates. These Aycan, Al-Hamadi, Davis,

and Budhwar, (2007) posit to embrace general test, testing and assessment, and interview

based assessment of their prospective recruits.

The General Test as noted by Aycanet al., (2007) like any other organization utilised

applications, reference checks, drug tests, training and experience evaluations and

biographical data reviews to verify the prospective recruits. Whitener (1998) note that

applicants may misrepresent themselves upon their applications hence the general test have

become a common energy-saving procedure and a cost-efficient means of recruiting desirable

applicants. This, (Pulakos and Schmitt 1995; Rioux and Bernthal 1999) believed to be the

first point in separating unsuitable participants who can endanger the integrity of the

organization if recruited.

The second method which formed the testing and assessment basis of the selection practice

encompassed motivational fit models, ability tests, knowledge tests, performance tests,

assessment and integrity test. The selection process forms a series of specific steps used to

20

decide which candidates should be recruited. The process starts with an evaluation of

application forms and ends with the selection decision or recruitment of candidates. Each step

in the selection process seeks to expand the organization’s knowledge about the candidate

background, abilities, and motivation, and increase the information from which police service

can make their predictions and final choice. Although the sequence of steps may vary from

security organizations, the selection process could determine the candidates who are likely to

be successful and eliminate those likely to fail (DeCenzo and Robbins, 1996).

The third category however, included behaviour based interviews and situational interviews.

Rioux and Bernthal (1999) examined that the integrity test, behaviour and situation

interviews shed more light on unforeseen circumstance that might have not been evidenced in

the first and second stage of the recruitment and selection process. Moscoso (2000) notes that

interview criterion had been the most probable single measure or technique employed in most

recruitment and selection practices of enforcement agencies. DeCenzo and Robbins, (1996)

argue on the main purposes of the interview. DeCenzo and Robbins, (1996) notes that the

interview achieves the following;

Obtain information about the applicant: since the information obtained with other

selection tools may be incomplete or unclear, an interview provides an opportunity for

factual information to be clarified and interpreted.

Provide information about the company: general information about the job and

regulations are communicated to the applicant during the interview.

In a typical one-to-one interview, the recruit only meets one-on-one with an interviewer. The

sequential interview takes the one-to-one a step further and is a series of interviews, usually

utilizing the strengths and knowledge base of each interviewer, so that each interviewer asks

questions in relation to his or her subject area of each candidate, as the candidates move from

21

room to room (Hsu 2000). In the panel interview, the candidate is seen by two or more

interviewers simultaneously and it has been known to embrace as many as 15 interviewers

(Hsu, 2000).

However, Hsu, (2000) notes that the recruitment and selection criteria may vary with the

level of development of the country. He examines that recruitment and selection practices in

the security agencies in the developed economy employ the services of recruitment

consultants more frequently than in developing countries especially Ghana. This, Hsu, (2000)

attributes to cultural sensitivity across national boundaries. Prior studies, support evidence

that the selection practices employed by the enforcement service are likely to be influenced

by the nature of legislation, labour market and the dominant model of selection in the police

service (Moscoso, 2000; Ryan et al., 1999).

The recruitment, selection, development and education of officers at all levels within the

security services are now considered a vital component in maintaining competitiveness in the

international forefront geared towards improving peace and prosperity (Metcalf, Walling, and

Fogarty, 1994). Every police department is faced with the necessity of recruiting and

selecting personnel to fill its complex roles. Personnel must be recruited and selected to fill

positions at three different levels: the entry level, the supervisory level, and the chief’s level

(Orrick, 2008).

Since recruitment and selection is critical to the success of any agency, and virtually all

promotions in the police agencies are internal, it is imperative that police administrators

attract qualified applicants. The importance of these productive recruitment and selection

procedures of the police service cannot be overemphasized, regardless of the level. Poor

recruitment and selection procedures result in hiring or promotion of personnel who cannot

communicate effectively with diverse populations, exercise discretion properly, or perform

22

functions required of the police service. The extent to which recruitment and selection efforts

are successful largely determines the effectiveness and efficiency of any department

including the police force (Wright, et al., 2011).

While recruitment and selections in the police service appears to be nothing new to the

average Ghanaian, they are much more complex today than those previously experienced

(Atuguba, 2007; Sanders and Stefaniak, 2008). For example, many police officers of the

1980’s had been in the military and were used to discipline and a hierarchy of authority. They

had the ability to cope with stress in the presence of military training and service and fit

readily into the paramilitary structure that defined the police organization (McCafferty, 2003;

Atuguba, 2007). However, according to McCafferty (2003), the twentieth century generation

of recruits have been exposed to modern liberalism, the passage of affirmative-action laws,

drug use, increased civil disobedience, and the breakdown of both the family and authority.

These differences often create conflicts in values between generations or between the veteran

officers and the new generation of police officers. Notwithstanding these differences,

Hubbard, Cromwell, and Sgro (2004) believed future generations could have a very positive

role in police organizations both in recruitment and selection.

It must be pointed out that in many cases the recruitment and selection is done in large parts

by those outside of policing. That is, police and fire commissioners, personnel departments,

or civil service board members often determine who is eligible for hiring, and assessment

teams, government official, city managers, and council members typically influence or

determine the selection. It is important to note that some form of the recruitment and

selection process recurs throughout the career of an officer (Sanders and Stefaniak, 2008).

Once selected for an entry-level position by a specific department, the officer is likely to be

involved in selection procedures involving appointment to different assignments, to different

ranks through promotional examinations, and to different schools or training programs. For

23

some, the process ends with their selection as chief; for others, the process continues as they

seek the position of chief in other agencies; and for other individuals, the process begins and

ends at the officer rank (Hsu, 2000).

Nonetheless, even for the latter, this recruitment and selection process is repeated over and

over throughout their careers, even if they are not a direct participant in the process. That is,

some officers make a conscious choice to remain constables and to not seek opportunities for

training. These officers are important in understanding the recruitment and selection process

of promotions because they may become perceived as outside of the pool of candidates to be

recruited for such advancement or training (Wright, et al., 2011).

2.5 Organisational Approach to Recruitment and Selection

There is comparatively little evidence on how or why institutions tend to employ various

approaches in their recruitment and training processes, or the thinking that underlies the

emphasis on greater reliance of specific contributors rather than others. Some of the results

evidenced in prior studies on recruitment and training in large organizations show significant

contributions that are worthy for further empirical studies among small and medium sized

firms. Wolf and Jenkins (2006) provides empirical evidence on how firms employ selection

and psychometric tests in their recruitment and selection practices.

Findings from Wolf and Jenkins (2006) suggest that the selections test including

psychometric and aptitude tests employed by firms in their recruitment processes correlate

significantly with formalised workplace procedures, managerial and professional vacancies

and off the job training. Consequently, Kersley et al, (2006) finds evidence for the persistent

use of personality test in most firms recruitment and selection contributing about 19 percent

of workplace and performance evaluation tests. Consequently, Kersleyet et al (2006) examine

linkage between personality test and recruitment and selection in large concentrated

24

organizations. Notwithstanding, this evidence was also found in relation to the employment

of administrative staff in large firms.

Recruitment and selection imperatively defines the kind of personnel management work with.

Thus, one can retain, motivate and develop recruits with organizational competencies that are

necessary for the progress of the firm. Said differently, recruitment and selection predicts the

features, motivation and competences of the prospective employees of an organization. In

terms of relating the organizational demand with labour skill and supply, the human resources

and labour market literature on recruitment and selection suggest that for firms to employ

ideal prospective personnel, they have to constantly formulate comprehensive outlines of

various employable characteristics they appreciate in other to seek corresponding candidates

want to be present in their recruits then hunt for such candidates. This assertion consequently,

resonates government’s efforts to match outputs of the police service training system with

quality recruits (Keep and James, 2002).

However, little evidence exist on how organizations plan employee skill requirements. Liff

(2000) enumerates the extent to which little is known about recruitment and selection

planning procedures. Sparrow’s (2007) international recruitment is noteworthy of Liff’s

(2000) assertion.

2.6 Recruitment and Selection Practices and Work Ethics

Professional organizations in the law enforcement community have brought attention to the

importance of the association between recruitment practices and work ethics. Many police

officials have back the idea that recruitment and selection practices in work ethics reinforces

the mission of the organization hence the adherence to policy and procedures of the

organization (Uhlmann and Cohen, 2007).

25

Ethics in police recruitment and selection practices is imperative for law enforcement

agencies due to the nature and the potential for liability. Trautman (2000) believes that when

officers are recruited through corrupt means, it gives room for unethical conducts which

violate public trust hence damages the image of the service.

Prior studies such as Castilla and Benard (2010), Kouchaki (2011) hold the view that

coercing ethics recruitment and selection practices of the police service bridges the gap

between theory and practice. This, they posit to reinforce rules and expectations of personnel

in the service hence exposes officers to ethical dilemmas prior to selection.

However, work ethics have been identified as one of the three benchmarks of shared

responsibility technique to improving quality and standards in the police service. Robinson

(2004) refers to the shared responsibility technique as the next step in professional

recruitment and selection practices. She describes this method to encompass a focus on

prevention and leadership, in addition to the larger component of disseminating

organizational culture.

Robinson (2004) notes that one should not expect officers to step into the role of ethical

behaviour after recruitment without been tested through the behavioural and situational

interview. Just as one should not expect recruits to automatically understand the

organizations codes and conducts, recruitment practices pre-informs the candidate through

scenario-based activities tended to respond to dilemmas hence able to distinguish between

insubordination and legitimate intervention in challenging situations (Whisenand, 2009;

Robinson 2004).

Literature on police psychology however indicates that though, there is significant variation

in recruitment and selection practices across national borders, little time is devoted to finding

26

out the relevant association of ethical culture in the recruitment and selection practices

(Delattre 2006; Gaffigan, Stephen, Phyllis and McDonald 1997; Kleinig 1996; Marion 1998).

Wilson, Dalton, Scheer, and Grammich, (2010), note that the proper placement of work ethics

in the pre-recruitment screening and practices of the police service has also been an issue for

over decades. In comparison, they denote that the subject of ethics receives even less

attention during in-service training. Trautman (2000) asserts that virtually none of the police

agencies examined provides any pre-service ethics recruitment practices to prospective

personnel during recruitment phase. Therefore, emphasizes the inclusion of work ethics in

long term recruitment practices.

Similarly, Prevost and Trautman (2008) suggest that recruitment practices should include

additional information on organizations website to identify and address unethical behaviour,

to encourage early intervention to the inclusion of new and prospective recruits. Chamberlin

(1998) contends that reinforcement of ethics can only occur through repeated exposure to the

subject and that work ethics training should be a consistent and frequent practice in the

service.

However, Trautman (2000) believes that emphasis on ethical issues and theoretical

perspectives in training misses the mark because character development is neglected.

However, Delattre (2006) argues that recruits taking through work ethics process might still

lack good character even if recruits pass through comprehensive theories and practices.

Others presuppose that Delattre’s (2006) views take on a deterministic approach to the

infusion of work ethics in the recruitment and selection practices of the police service. His

argument narrowly assumes that one is either of good or bad character and that such

endeavours imperatively cannot transform unethical behaviour among officers.

27

Delattre observed that recruits increasingly demonstrate undesirable characteristics. However,

in his discussion of the faults found in the practices of most enforcement units, Delattre

(2006) argues that the academy fails to provide guidelines in their practice as well as the

tentative way of gathering intelligence and handling informants after recruitment. However,

prior studies have demonstrated that one area where organizational culture can be

communicated is during the recruitment and selection process where the techniques and

methods of recruitment and selection is addressed (Gilmore, Stevens, Harrell-Cook, and

Ferris, 1999; Highhouse, Hoffman, Greve, and Collins 2002).

Highhouse, Hoffman, Greve, and Collins (2002) examine more specifically the variance of

work ethics inclusion in recruitment and selection practices. They note the practical

significance of ethical culture in light of staffing practices to be likely influenced by a host of

variables. However, critics of Delattre’s (2006) study base the inconsistency of work ethics

on recruitment practices on uncertainty about the usefulness of methods employed. They

found negative association on avoidance of employers to incorporate ethics on recruitment

practices such as panel interviews, biographical data, referencing and experience. However,

an examination of verification methods indicated that one potential explanation for this

paradoxical findings is that within some countries, strong labour unions and political

influence exist to prevent the incorporation of such practices in recruitment and selection.

Ethical conduct in the recruitment and selection practices of the police service encourages

and maintains a culture of ethics in decision making at the work place. Thus, by enhancing

both accountability and transparency decision making when officers in the police service are

engaging in activities that would undermine the credibility and integrity of the organization

(Faturechi, 2010,), However, during turbulent times, a strong ethical culture or code of

conducts of the institution guides the individual officers in managing conflicts between his or

her values and the institutions values by making an informed decision at the work place. This,

28

notwithstanding, sensitizes the employees of the police service on how to act consistently

even in difficult times.

29

CHAPTER THREE

RESEARCH METHODOLOGY AND ORGANIZATIONAL PROFILE

3.0 Introduction

This chapter discusses the methodology employed in the study. The area covered under this

chapter includes the population, sample and sampling technique, research design, sources of

data and data collection method, method of data analysis and organizational profile.

3.1 Research design and instrument

To achieve the proposed research objectives, a quantitative approach of study was adopted.

The research employed a single type research design restricted to junior and senior officers at

the Central Police Service in the Kumasi Metropolis. The study employed an all-inclusive

questionnaire designed to evaluate major aspects of recruitment and work ethics in the Ghana

Police Service. Several considerations were made in the selection of the questionnaire items

for the study. The questionnaire included four sections of which; Section A – considered the

participants demographics, Section B – looked at recruitment practices, Sections C and D –

covered selection practices and work ethics. The researcher designed and developed the

questionnaire items to include both close and open-ended questions for the respondents to

either tick or provide brief responses. The questionnaire was designed with particular

reference to the research questions.

3.2 Population

Population refers to the complete set of individuals, subjects or objects or events having

common observable characteristics in which the researcher is interested in. In this study, the

targeted groups were senior level and junior level officers involved in the day to day policing

operations. It is out of this population that the sample was been drawn.

30

3.3 Sample and sampling technique

To obtain the appropriate sample size for the study, the researcher considered from the entire

population one hundred and fifty (150) respondents of which thirty percent represented the

senior officers and seventy percent for junior officers. The reason is to make the sample

representative of the classes of officers employed in the study. The researcher used the

convenience sampling technique in the selection of the sample. This technique involves

obtaining responses within the sample frame from willing respondents and also considering

their availability for the survey. The advantage here is that respondents will participate on

their own choice and not selected against their will (Morse, 2003).

Table 1: Sample and sampling technique

Sample Method

Target Group Estimated number Sample selected Research Technique

Senior officers 45 Questionnaire

Junior officer 105 Questionnaire

Estimated Total 150

3.4 Data Collection

This section explores the method carried out in collecting data for the study. The data for this

study were gathered through the use of both primary and secondary data sources.

3.4.1 Sources of data collection

Data source and collection method pre-informs the researcher the necessary information

required to address the critical questions identified in the study. Although, numerous methods

and sources of data were identified, the most important issue was selecting the appropriate

information to answer questions raised in the study. Therefore, the researcher employed both

primary and secondary sources.

31

3.4.1.1 Primary data sources

The study utilised the primary source of data obtained from a field survey conducted on the

officers of Ghana Police within the Kumasi Central Police Station. This encompassed the use

of questionnaires distributed to the respondents to solicit for views on the subject matter.

Some information were however, gathered through correspondence with senior officers on

duty at the time of the administration of the questionnaires.

3.4.1.1.1 Questionnaires

The questionnaires were employed in the collection of data from the respondents. The

researcher aided respondents who found some of the question difficult to answer. The

questionnaires were distributed to the Police Officials and collected at a later date. This

reduced inconveniences caused by unfavourable interview times and busy schedules. Before

questionnaires were administered they were subjected to thorough testing and amendments

before they were dispatched to respondents. Most of the questionnaire items were open-ended

whiles others were pre-coded for respondents to tick. The open-ended questions were

structured in the form of interview guide to solicit views due vital for the study. This was

important because it gives the respondent the freedom to express his view without any

restriction of feeling on the issue under investigation. It also provides the bases for

recommendation to be suggested on the findings.

3.4.1.2 Secondary sources

Additional information were extensively obtained from reviewed published reports from

newspapers and journals. Additional information were concerning the subject matter were

solicited to support this research from Kwame Nkrumah University of Science and

Technology library, Ghana Police Service website and articles and police journal.

32

3.5 Validity and reliability

The researcher is convinced beyond doubts that the data collected for the study were valid

and reliable. For instance, questionnaires were carefully designed and subjected to the

scrutiny, comments and suggestions of the researcher’s supervisor and those who participated

in the pilot testing. After the supervisor’s approval, they were printed and administered

personally to the selected respondents. With the enumerated procedures employed and the

objectivity and consistency of the collected information, the methodology employed and the

critical analysis, in addition to the suggestions offered by the supervisor.

3.6 Method of data analysis

In order to statistically analyse the data and predict the impact of recruitment and selection

practices on work ethics, an exploratory analysis was employed to calculate the descriptive

statistics. However, the questionnaire items were presented and rated using a 5-point Likert

type scale with anchors ranging from 1 – Very unsatisfactory to 5 – Very satisfactory.

Appropriate statistical techniques such as one-way analysis of variance (ANOVA),

correlation and regression analysis were employed in this research to test the research

hypotheses that related to the studies on the impact of recruitment and selection on work

ethics. A summary of the conclusions and findings were provided based on the findings from

the analysis.

3.7 The Ghana Police Service

The Ghana Police Service is the main law enforcement service in Ghana. It is organized at

national level and has a unitary command under the Inspector General of Police (Agolla

2009). The Police Service is composed of General Administration, Criminal Investigations

Department, which Domestic Violence and Victim Support Unit (DOVVSU) is attached to it,

Police Hospital, Communication Department and National Ambulance Service. Recruitment

into the police is conducted at the rank-and-file and the commissioned-officer levels. All

33

recruits must be between eighteen and twenty-five years of age and graduates between

twenty-six and thirty-five years and must pass a medical examination, and must have no

criminal record. Training of personnel take place at Winneba, Accra, Kumasi, Ho, Koforidua

and Pwalugu. Since 1975 recruits have attended a nine-month course of instruction in

physical training and drill, firearms use, unarmed combat, and first aid. General Police are

trained in ethics including criminal law and procedures, methods of investigation, current

affairs, social sciences and Police duties. The Accra Police College, established in 1959,

offers a nine month officer cadet course and (2 – 6) week refresher courses in general and

technical subjects. Police officers staff college; guest lecturers come from the police, other

government agencies, and universities. The officer cadet course offers instruction in criminal

law and procedures, laws of evidence, police administration, finance, social sciences,

practical police work, and physical fitness. Upon graduation, cadets are sworn in and

promoted to assistant superintendent.

The Ghana Governance and Corruption Survey in 2001 revealed that the police service was

among the least trusted, least effective, and most corrupt organization in the country.

However, the Inspector General of Police (IGP) publicly acknowledged and attempted to

address the issue through ethical training in human rights and riot control. It is generally

believed that maltreatment of suspects in police custody occur throughout the country but

largely go unreported. Police have set up illegal barriers to demand bribes from motorists and

extorted money from local businessmen and women (Atuguba, 2007). Professional policing

was introduced by the British Colonial authorities in 1831. By 1902, the police had been

divided into General, Escort, Mines and Railway Police and this was legalized by the Police

Ordinance of 1904. A Marine Police unit was formed in 1906 but was replaced by the

Customs, Excise and Preventive Service in 1942 (Agolla, 2009). We often use words like

ethics and values, but for all the talk of ethics in law enforcement, it's important to establish

34

what ethics and ethical behaviour are, and what they aren't. Such a strong push exists within

the law enforcement community to uphold ethical standards, but without a clear definition of

terms, such talk is futile. To start the discussion, then, some key definitions are in order.

3.7.1 Mission and Values Statement

Value is the term given to those ideas, behaviours and actions that are important to the

individual and the organization. Values are those things worth fighting for, and those things

worth sacrificing for. They're what we hold most dear. Our values strongly influence our

decision making and help determine where we place our emphasis in our personal and

professional lives. Values form the basis for our understanding of ethics. Within the society,

we have personal values and societal values (Agolla 2009; Young, 2013). Our personal

values are ours alone and are informed by our upbringing, cultural and ethnic background,

religious beliefs and personal experiences. Because personal values are unique to each

individual, they are generally not a proper platform on which to base professional ethics,

though they may inform how we view, appreciate and approach ethical behaviour in our

workplace. There are some values, though, that are essentially universally held by a society.

These societal values are those ideals that are held most dear by a culture or group, and these

are the values from which we derive our understanding and expectation of ethics and ethical

behaviour. Such ideals include: integrity, honesty, hard work, kindness, compassion,

empathy, sympathy, justice and bravery. Although, the Ghana Police Service mission

statement may not portray ethical writing, they utilise the universal values and guideline of

ethical conduct in day-to-day decision making. They inform personnel of what is expected of

them and what actions to exemplify in the cause of undertaking their duties. The mission

statement of the Ghana Police Service is as follows;

1. The detection of crime;

2. The apprehension of offenders;

35

3. The maintenance of law and order;

4. The maintenance of internal peace and security.

3.7.2 Promoting Ethics and Ethical Behaviour

Ethics is, in essence, doing the right thing, whatever that may be. The "right thing" is based

on those values society holds dear. Ethical principles are premised on the notion that right is

always right and wrong is always wrong. When officers fail to do what is right, and

especially when they do what is clearly and blatantly wrong, they erode the public trust just a

little more and further degrade the police service ability to work within the community and

carry out its mission. Adherence to high ethical standards through recruitment and selection

practice is vital to achieving the overall goal of modern policing as any other tactic, technique

or practice. The importance of a high ethical standard in police work is impressed upon

aspiring officers from the very first days of the police service. The Ghana police service has

several ways of promoting ethics among its ranks. First and foremost is the oath of office that

officers take (Young, 2013; Brook and Christy, 2013).

3.7.3 Oath of Office

The oath of office contains provisions about protecting, upholding and defending the

Constitution of the Ghana. Also contained in the oath, though, are promises to conduct

oneself soberly, honestly and honourably, to avoid offensive behaviour and to obey superior

officers within the individual departments. In essence, officers swear to be honest, upstanding

citizens. They promise to be part of the solution, not part of the problem, and above all else,

they promise to follow the rules, whether they like or agree with them or not. It is clearly

spelled within the concept of acting honourably that officers should own up to their mistakes.

Rewards and respect are bestowed on officers who admit to their mistakes than those who try

to hide their misdeeds or blame others for their own shortcomings.

36

3.7.4 Code of Ethics

Although, the oath of office lays the groundwork for instilling ethical behaviour in officers, to

help guide officers toward ethical decision making, most of their practices are codified into

standards that bind the actions and inactions of the officers to the laws of the police service.

Within the service’s code of ethics are specific provisions promoting the safeguarding of

lives and property, the importance of avoiding bias and the understanding that the badge is a

symbol of the public trust. Thus, the code of ethics ensures that officers are not only prepared

to enforce the law, but to follow it. They form exemplified tenets that police officers are

demonstrate to the society. For instance, in the Ghana Police Service Act 1970 (ACT 350)

Section 17, the following are unethical misconducts and unsatisfactory services which are

punishable by the laws of the institution are clearly spelt. The act stipulates that it is a

misconduct for a police officer to indulge in the following;

1. To be absent from duty without leave or reasonable excuse;

2. To be insubordinate;

3. To use, without lawful authority, any property or facilities provided for the purposes

of the Police Service for some purpose not connected with his official duties;

4. To engage in any activity outside his official duties which is likely to involve him in

political controversy or to lead to his taking improper advantage of his position in the

Police Service;

5. To engage in any gainful occupation outside the Police Service without the consent of

the Inspector-General of Police;

6. To become or be a member of a trade union or of any other association (other than an

association authorised by the Minister) having similar objects;

7. To sleep on duty;

8. To take any alcoholic drink while on duty;

37

9. To permit a prisoner to escape through negligence or wilfulness;

10. To divulge any confidential information to a person not authorised to receive it;

11. To do any other act without reasonable excuse which amounts to a failure to perform

in a proper manner any duty imposed on him as such, or which contravenes any

enactment relating to the Police Service, or which is otherwise prejudicial to the

efficient conduct of the Police Service or tends to bring the Police Service into

disrepute.

Thus, these mission statements, visions, values, norms and code of ethics of the Ghana Police

Service provide a clear-cut tools to aid its officer in promoting proper manners in the causes

of their duties. Though, doubts and uncertainties always remain a part of ethical decision

making, efforts are being made by the institution to continually redress these issues to the

changing circumstance occurring in the recruitment and selection practices used in hiring its

work force from the community.

38

CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS

4.0 Introduction

This chapter covers the analysis and the interpretation of the various data collected through

the use of questionnaires. In order to be able to assess and evaluate the impact of recruitment

and selection practices on work ethics in the Ghana Police service, questionnaires were

administered to both junior and senior officers at the Kumasi Central Police Station in the

Kumasi Metropolis. The questionnaires were designed to assist in understanding the

relationship between recruitment and selection and work ethics in the police service.

To achieve the main purpose of the study, the study employed two main tests which are

categorized under the following headings:

i. Characteristics of the sample

ii. Descriptive statistics looks at the respondents views concerning each of the

recruitment, selection practices and work ethics dimensions employed in the study.

iii. Correlation analysis reports on the association between the recruitment practices,

selection processes and the work ethics variables employed in the study.

4.1 Characteristics of the sample

The results from Figure 4.1 show that 59% of the total respondents are males whilst 41%

representing 61 of the entire respondents are females. The figure below shows the

demographic distribution of respondents’ gender characteristics. This clearly shows that there

are slightly more male participants than female in this survey and it may be as a result of the

sample technique used in selecting respondents or that the Kumasi Central Subcommand of

the Ghana Police Service has more male officers than female officers.

39

Figure 4.1: Demographic Characteristics of the respondents

The results in figure 4.2 report that out of the 150 respondents who responded to the

questionnaires, 49.3% of them are between the ages of (21-30) years, 25.35% in (31 – 40)

years. Those who were between (41 – 50) years were 8% whilst the remaining 17.3% were

above 50 years of age. This suggests that the officers are in their youthful stage and may not

have much experience in the police services hence more likely to have conflicting issues with

personal and the institutions values.

Figure 4.2: Chart showing the Age Characteristics of the respondents

Figure 4.3 shows that 38.7% of the respondents are in the corporal rank, 15.3% in the

constable rank and also 15.3% are in the sergeant rank. The results further disclose that

Male59%

Female41%

0

10

20

30

40

50

60

70

80

21 – 30 31 – 40 41 – 50 Above 50

40

17.3% of the sample are inspectors in the police service whilst 13.3% are in other areas

including administrative and field officers. This indicates that majority of the respondents

may have entered the institutions through formal education rather than rising through the

ranks.

Figure 4.3: Chart showing the Rank Characteristics of the Respondents

The results displayed in Figure 4.4 below suggest that 52% of the respondents are senior high

school leavers. It also shows that 28.7% and 16.7% are Advanced/ Ordinary level and

Undergraduates respectively. However, the table records that post-graduates among the

respondents interviewed were only 2.7% of the entire sample.

0 10 20 30 40 50 60

Constable

Corporal

Sergeant

Inspector

Other

41

Figure 4.4: Chart showing Educational Characteristics of the Respondents

The results from Figure 4.5 below report that 28.7% of the respondents have working

experience from (5 – 10) years whilst 32% of them have been in the police service for (11 –

15) years. However, the table shows that respondents who have acquire more than 15 years of

work experience in the service are about 39.3% respectively.

Figure 4.5: Chart showing Work Experience of the respondents in the Police Service

0 20 40 60 80

Post-graduate

Undergraduate

Advanced/Ordinary level

Senior

0

10

20

30

40

50

60

5 - 10 years 11 - 15 years Above15 years

42

4.2 Descriptive statistics of respondents views on recruitment practice, selection process

and work ethics dimensions of the Police service.

The descriptive statistics reports the defining characteristics of participants’ responses on the

various recruitment practices, selection processes and work ethics questions employed in the

study. The notations (RP1 – RP5) represents each category of the recruitment practice

questions used in the study. However, the labels VU, SU, NS, SS and VS in descriptive

statistics table represents the 5-point Likert scale - very unsatisfied, somewhat unsatisfied, not

sure, somewhat satisfied and very satisfied respectively

Table 4.2.1: Descriptive statistics of responses on recruitment practice related questions

RECRUITMENT PRACTICE VU SU NS SS VS

Recruitment practices meets current legal requirement (RP1) 10.7 18.7 38.0 16.0 16.7

The right job is performed by the right person (RP2) 4.7 17.3 45.3 27.3 5.3

Employee competency matches the job specification (RP3) 16.7 12.0 31.3 32.7 7.3

Attend any training session apart from recruitment training (RP4) 12.7 4.0 32.0 32.7 18.7

Thought on recruitment practice in the GPS (RP5) 11.3 12.7 39.3 32.0 4.7

Source: researcher’s field data, 2014

Table 4.2.1 above presents the descriptive statistics on respondent’s views concerning

recruitment practices of the Ghana Police Service. The results indicate that 32.7% of the

respondents perceived the recruitment practices of the Police Service to meet the prevailing

legal requirements in the country. Some respondents (29.4%) however perceive the current

recruitment practices does not meet the legal requirements whereas 38% could not tell

whether the recruitment practices meets the prevailing legal requirements.

The results further, exhibit that whilst 45.3% were not sure, 32.6% of the respondents agreed

that the jobs present in the police services are being performed by competent people. 22%

43

disagreed with the fact that the police service jobs are being carried out by competent people.

The results consequently, suggest that 40% of the respondents were satisfied that the

employee competency in the police service matches the job specification of the agency. On

the issue of after recruitment training, the table discloses that 51.4% of the respondents report

that the organization conducts series of training sessions to upgrade its staff members. This is

reiterated by the fact that 32.5% respondents believe that the recruitment process and practice

of the Ghana Police Service is satisfactory compared to international standards.

Table 4.2.2: Descriptive statistics of responses on selection practice related questions.

SELECTION PRACTICES VU SU NS SS VS

Application form (SP1) 20.7 10.7 9.3 28.7 30.7

Aptitude test (SP2) 25.3 10.7 21.3 22.7 20.0

Psychometric test (SP3) 11.3 13.3 15.3 30.7 29.3

Skill or knowledge test (SP4) 14.0 6.0 24.7 26.7 28.7

One-to-one interview (SP5) 20.7 12.7 29.3 23.3 14.0

Panel interview (SP6) 14.0 17.3 14.7 21.3 32.7

Assessment centres (SP7) 18.7 14.7 20.7 28.0 18.0

Medical examination (SP8) 6.7 14.0 6.0 46.0 27.3

Reference/recommendation (SP9) 14.7 2.0 14.7 42.0 26.7

Source: researcher’s field data, 2014

Results from table 4.2.2 report respondents’ views concerning selection practices in the

police service. The table shows that 59.4% of the respondents were satisfied with the

application form employed in the selection process, 9.3% were not sure and 31.4% were

unsatisfied. Aptitude test also received remarkable support representing 42.7% of respondents

view. 36% of the respondents were not satisfied with the aptitude test employed by the police

service. 60% of the respondents were further satisfied with the psychometric test used in the

44

selection process. 24.6% were unsatisfied with the process. The table further reports that

55.4% of the respondents agree that the skill or knowledge test is important whilst 20%

disagreed and 24.7% are not sure about the issue.

On the interview related questions, 37.3% and 54% were satisfied with one-to-one and panel

interviews employed by the police service respectively. 33.4% and 31.3% were equally

dissatisfied about the interview options employed by the police service. 46% were satisfied

with the use of assessment centres in the selection of new recruits into the police service.

Medical examination likewise reference and recommendation received high support

representing 73.3% and 68.7% of respondents’ satisfaction on the two practices.

Table 4.2.3: Descriptive statistics of responses on selection practice related questions.

WORK ETHICS VU SU NS SS VS

Stealing is all right as long as you don’t get caught 57.3 4.7 14.0 2.0 22.0

One should always take responsibility for one’s action 20.0 17.3 19.3 17.3 26.0

I would take items from work if I am not getting paid enough 46.7 10.7 18.7 2.7 21.3

One should always do what is right and just 11.3 2.7 4.0 7.3 74.7

One should not pass judgment until have all facts 12.0 0.0 4.7 4.0 79.3

It is important to treat others as you would like to be treated 9.3 2.7 2.7 4.0 81.3

Not appropriate to take something that does not belong to you 28.0 2.7 2.7 4.0 62.7

People should be fair in their dealings with others 6.7 2.7 0.0 10.7 80.0

Source: researcher’s field data, 2014

The above table 4.2.3, reports respondents views on work ethics in the police service. The

results show that 62% of the respondents were unsatisfied with the issue of stealing from the

institution even if not caught. This is because they perceive this issue as an unethical

circumstance. Consequently, 43.3% conclude that officers should always take responsibility

45

for their own actions. Contrarily, 37.3% of the respondents suggest that officers should not

since some of the actions may be offset by other situations which may not be their fault.

However, 57.4% believe that it’s not right hence unethical to take items from the workplace

when an officer is getting the right pay. 24% of the respondents acknowledged the fact that

officers can take items from the work place so far as they are not well compensated for their

contributions. This issue is consequently, reiterated by the fact that 66.7% of the respondents

note that it is not appropriate to take something that does not belong to one self. The results

further suggest that about 82% of the respondents believe that every individual’s dealings

should be right and justifiable and hence should not pass judgement until one has evidence

and facts available. However, 85.3% of the respondents believe that it is ethical to treat others

as one self. The results further restate that 90.7% of the respondents argue that people should

be fair in their dealings with others.

Further analysis using Pearson correlation is employed to examine the relationship between

recruitment practice, selection practices and work ethics. ANOVA is consequently, used to

detect if there exist statistical differences in the level of influence of the recruitment and

selection practices on work ethics of the respondents.

46

Table 4.2.4: Results on ANOVA analysis and mean percent of responses between

recruitment practice and work ethics in Ghana Police Service.

WE1 WE2 `WE3 WE4 WE5 WE6 WE7 WE8

A. RP1

Very

unsatisfactory 1.88 2.56 2.63 5.00 5.00 5.00 4.25 5.00

Somewhat 1.43 2.21 2.07 4.57 4.71 4.71 2.43 5.00

Not satisfactory 2.65 3.12 2.54 3.93 4.25 4.32 4.11 4.21

Very satisfactory 2.60 3.32 2.68 4.36 4.24 4.36 3.72 4.36

Somewhat 2.25 4.33 2.08 4.42 4.08 4.21 3.88 4.71

F statistic (3.24)*

*

(8.91)**

* (0.92) (2.58)** (1.85) (1.50)

(5.21)**

* (3.75)***

B. RP2

Very

unsatisfactory 1.00 2.00 1.57 1.57 3.86 3.86 2.29 5.00

Somewhat 1.62 2.62 2.23 4.38 4.38 4.38 2.08 4.38

Not satisfactory 2.68 3.22 2.59 4.26 4.41 4.47 4.29 4.32

Very satisfactory 2.00 2.50 2.00 5.00 5.00 5.00 5.00 5.00

Somewhat 2.27 3.59 2.46 4.68 4.32 4.46 3.76 4.85

F statistic (3.35)*

*

(3.41)**

* (0.93)

(10.75)*

** (0.73) (0.79)

(12.13)*

** (2.35)*

C. RP3

Very

unsatisfactory 2.24 2.84 2.60 4.84 4.24 4.36 1.48 5.00

Somewhat 2.33 1.94 2.67 3.67 4.33 4.33 4.17 4.33

Not satisfactory 2.34 3.28 2.57 4.19 4.32 4.40 4.15 4.40

Very satisfactory 1.73 3.18 1.73 5.00 5.00 5.00 1.48 4.73

Somewhat 2.31 3.53 2.22 4.24 4.41 4.47 4.20 4.49

F statistic (0.33)

(4.54)**

* (1.01) (2.96)** (0.69) (0.60)

(16.45)*

** (1.55)

D. RP4

Very

unsatisfactory 2.16 2.32 3.11 3.53 3.53 3.74 3.11 3.74

Somewhat 4.00 1.00 3.00 5.00 5.00 5.00 5.00 5.00

Not satisfactory 2.33 3.60 2.25 4.33 4.42 4.42 4.35 4.67

Very satisfactory 2.39 3.61 2.29 4.57 4.79 4.89 4.61 4.79

Somewhat 1.96 2.94 2.31 4.37 4.39 4.45 2.63 4.55

F statistic (2.24)*

(7.98)**

* (1.35) (2.36)*

(3.08)*

*

(2.80)*

*

(11.62)*

**

(4.00)**

*

E. RP5

Very

unsatisfactory 1.88 3.06 2.65 4.29 4.53 4.53 2.65 5.00

Somewhat 2.47 3.26 1.84 4.00 4.00 4.21 3.74 4.05

Not satisfactory 2.02 2.93 2.15 4.49 4.80 4.80 4.61 4.75

Very satisfactory 3.71 4.00 2.71 4.43 2.29 2.71 1.00 5.00

Somewhat 2.42 3.19 2.83 4.21 4.29 4.35 3.35 4.27

F statistic (2.16)* (0.93) (2.06)* (0.59)

(7.28)*

**

(5.21)*

**

(12.73)*

**

(3.41)**

*

47

Source: researcher’s field data, 2014 ***P<0.01, **P<0.05 and *P<0.1 significance level

From Table 4.2.4, the results report significant differences in the responses of the participants

in the interactions between the five recruitment practice questions and the work ethics

variables. For instance, the table records significance level for taking responsibility for one’s

actions should always do what is right and just, inappropriate to take something that does not

belong to you and being fair in dealings with others. The results further show high

significance for right job performed by the right persons and attending any training after the

recruitment training suggesting that when officers are given additional training after the main

recruitment training, they are more likely to behave ethically as suggested by Delattre (2006),

Gaffigan and McDonald (1997), Kleinig (1996), Marion (1998). Respondents who answered

in the affirmative explained that most of them would not have been able to perform their

duties in proper manner or ethical condition, if not for the recruitment and selection methods

used by the institution. Other officers explained that the orientation and job training given

them has an added advantage to their stock of knowledge. However, the differences in the

mean patterns clearly justifies that recruitment practices which meets both legal and

international standards have significant influence on the work ethics of the officers employed

by the police service.

48

Table 4.2.5: Results on ANOVA analysis and mean percent of responses between

selection practice and work ethics in Ghana Police Service.

WE1 WE2 `WE3 WE4 WE5 WE6 WE7 WE8

A. SP1

Very

unsatisfactory 1.81 3.00 2.42 4.10 4.00 4.23 2.29 4.23

Somewhat 2.13 2.44 1.75 3.50 4.25 4.25 4.06 4.25

Not satisfactory 2.00 3.50 1.43 4.29 5.00 5.00 5.00 4.71

Very satisfactory 2.41 3.43 2.83 4.50 4.24 4.24 3.61 4.52

Somewhat 2.58 3.00 2.53 4.58 4.67 4.74 4.28 4.86

F statistic (1.21) (1.76) (3.04)** (2.38)* (2.13)* (1.97)

(9.83)**

* (1.95)

B. SP2

Very

unsatisfactory 2.21 2.37 2.79 3.95 4.26 4.37 2.71 4.29

Somewhat 3.00 4.25 3.00 5.00 5.00 5.00 5.00 5.00

Not satisfactory 2.34 2.91 2.38 3.38 3.59 3.78 3.16 4.03

Very satisfactory 1.97 4.03 2.13 4.90 4.90 4.90 4.33 4.80

Somewhat 2.18 2.82 2.00 4.76 4.53 4.53 4.18 4.88

F statistic (1.10)

(10.17)*

** (1.94)

(9.83)**

*

(5.56)**

*

(4.40)**

*

(8.78)**

*

(4.51)**

*

C. SP3

Very

unsatisfactory 2.06 3.12 1.94 4.18 4.76 4.88 2.71 4.76

Somewhat 2.50 3.40 2.50 3.60 3.60 3.80 3.80 3.80

Not satisfactory 2.30 3.91 1.87 4.39 4.39 4.39 3.78 4.83

Very satisfactory 2.36 3.23 2.80 4.57 4.52 4.57 4.02 4.64

Somewhat 2.13 2.50 2.46 4.39 4.46 4.50 3.70 4.57

F statistic (0.28)

(4.25)**

* (1.74) (1.93) (2.30)* (2.01)* (1.72) (3.07)**

D. SP4

Very

unsatisfactory 2.24 2.10 3.00 4.14 4.24 4.24 2.71 4.43

Somewhat 2.78 1.67 2.78 1.00 1.89 2.33 2.11 2.33

Not satisfactory 2.68 3.73 2.22 4.76 4.68 4.68 4.41 4.95

Very satisfactory 2.00 3.23 2.49 4.44 4.49 4.49 4.14 4.60

Somewhat 2.08 3.30 2.13 4.60 4.65 4.80 3.48 4.68

F statistic (1.21)

(7.63)**

* (1.34)

(24.83)*

**

(11.26)*

**

(9.23)**

*

(6.40)**

*

(14.24)*

**

E. SP5

Very

unsatisfactory 2.06 3.35 2.29 4.23 4.26 4.35 3.32 4.52

Somewhat 1.42 3.32 1.84 4.79 5.00 5.00 2.47 4.79

Not satisfactory 2.89 3.59 2.59 4.41 4.27 4.36 4.18 4.66

Very satisfactory 3.29 2.71 3.95 4.24 4.24 4.24 4.24 4.24

Somewhat 1.51 2.46 1.69 4.06 4.40 4.49 3.80 4.49

F statistic

(8.01)**

*

(3.82)**

*

(9.22)**

* (1.01) (1.23) (1.16)

(4.19)**

* (0.78)

49

F. SP6

Very

unsatisfactory 2.33 3.43 2.52 4.62 5.0 5.00 3.95 4.90

Somewhat 2.85 1.96 2.85 4.19 4.31 4.31 3.46 4.42

Not satisfactory 2.14 3.55 2.23 3.95 4.05 4.18 4.00 4.36

Very satisfactory 2.49 3.49 2.71 4.38 4.39 4.47 4.00 4.51

Somewhat 1.50 3.00 1.66 4.34 4.28 4.38 3.09 4.59

F statistic (2.94)**

(6.27)**

* (2.99)** (0.74) (1.56) (1.37) (1.66) (0.811)

G. SP7

Very

unsatisfactory 2.07 3.18 2.29 4.57 4.57 4.57 4.57 4.5714

Somewhat 3.18 2.32 3.36 3.00 3.05 3.36 2.45 3.7273

Not satisfactory 2.16 2.06 2.48 4.03 4.61 4.61 2.97 4.6129

Very satisfactory 1.95 3.79 1.62 4.69 4.79 4.86 4.17 4.6905

Somewhat 2.33 3.89 2.93 4.85 4.41 4.41 3.96 4.8889

F statistic (2.29)*

(12.46)*

**

(6.08)**

*

(9.40)**

*

(8.16)**

*

(6.11)**

*

(7.60)**

*

(4.24)**

*

H. SP8

Very

unsatisfactory 5.00 1.00 5.00 1.00 1.00 1.00 2.20 1.00

Somewhat 2.24 2.05 2.14 3.67 3.86 4.05 3.67 4.43

Not satisfactory 1.67 3.33 1.67 3.00 5.00 5.00 4.67 5.00

Very satisfactory 1.86 3.42 1.96 4.75 4.59 4.68 3.22 4.81

Somewhat 2.44 3.63 2.85 5.00 5.00 5.00 4.71 4.93

F statistic

(10.48)*

**

(13.11)*

**

(12.38)*

**

(57.32)*

**

(41.89)*

**

(53.37)*

**

(8.23)**

*

(118.38)

***

I. SP9

Very

unsatisfactory 3.59 2.14 3.82 4.18 4.22 4.27 4.09 4.45

Somewhat 4.00 2.67 4.00 2.33 2.33 2.67 2.67 2.67

Not satisfactory 1.27 3.09 2.05 4.55 5.00 5.00 3.50 5.00

Very satisfactory 2.30 3.40 2.14 4.14 4.14 4.22 3.29 4.38

Somewhat 1.90 3.28 2.15 4.68 4.68 4.75 4.35 4.75

F statistic

(8.20)**

*

(3.37)**

*

(7.06)**

* (2.93)** (4.37)**

(4.04)**

* (2.87)**

(4.17)**

*

Source: researcher’s field data, 2014 ***P<0.01, **P<0.05 and *P<0.1 significance level

From Table 4.2.5, the results reports significant differences in the responses of the

participants in the interactions between the eight selection practices and the work ethics

variables. For instance, the table records strong significant difference for application form

and taking items from work if not paid enough as well as inappropriate to take something that

does not belong to you. On aptitude test, the results show significance difference in the

responses for taking responsibility for one’s actions, always do what is right and just, should

50

not pass judgement until with evidence, treat others as you would like to be treated as well as

inappropriate to take something that does not belong to you and being fair in their dealings

with others. Consequently, the results find similar trend in the association between the

selection practices employed by the police service and the work ethics envisaged at the

organization. However, medical examinations were significantly linked with all the work

ethics dimensions employed in the study. The differences in the mean patterns show that

justifiable recruitment practices which enhance the competence of the officers are employed

in the police service.

More specifically, it can be deduced that the significance between the association of selection

and recruitment practices with work ethic change or develop over time with actual work

experience as work ethics increases with job-specific task proficiency, communication,

demonstrating efforts, personal discipline, leadership and administrative quality. This

distinction between selection and recruitment practices and the contextual aspects of

performance may prove to be important with respect to work ethics. That is, it may be argued

that the work-related beliefs and attitudes reflected in the work ethic construct should have

little, if any, direct relation to measures of the form of selection and recruitment practices

hence the performance abilities of the officers.

4.3. Correlation Analyses

A correlation analysis reveals the relationship among the variables under study and the

direction as well as the strength of those relationships. It reveals the relationship if any among

the variables and the strength of such relationship so as to provide a clearer understanding of

the variables understudy.

4.3.1 Relationship between recruitment practice and work ethics

Table 4.3.1 below reports the correlations between the recruitment practice questions and the

work ethics questions employed in the study. The results show both positive and negative

51

association between the recruitment practices and work ethics dimensions. On the association

between recruitment practice (RP1) and work ethics questions, the results show association

for taking responsibility for one’s actions (0.311) and weak positive association for stealing is

right if not caught. The results further reveal weak negative association for not to pass

judgement until one has evidence (-0.182), treat others as one would like to be treated (-

0.157) and fair dealings with others (-0.166).

However, on recruitment practice (RP2), the table exhibit statistical positive significance with

doing what is right and just (0.340) and inappropriate to take something not yours (0.347) but

weak positive association for stealing is right if not caught (0.135) and taking responsibility

for one’s actions (0.188). The results consequently, exhibit association between employee’s

competency (RP3) and the work ethics questions; taking responsibility for one’s actions

(0.216), inappropriate to take something not your (0.415). Contrary to these, it was noticed

that taking items from the work place if not paid high was negatively correlated with the

recruitment practice (RP3).

The results further disclose association between the recruitment practices (RP4) and work

ethics variables in the study. For instance the table shows positive association with taking

responsibility for one’s actions (0.231), not passing judgement until have evidence (0.214),

treating others as you would like to be treated (0.213) and fair in dealings with others (0.209).

This confirms arguments of Trautman (2000) suggesting that emphasis on ethical issues and

theoretical perspectives in training misses the mark because character development is

neglected. However, Delattre (2006) argues that recruits taking through work ethics process

might still lack good character even if recruits pass through comprehensive theories and

practices.

Contrarily, recruitment practice (RP5) exhibit negative association with not passing

judgement until have evidence (-0.152), treating others as you would like to be treated (-

52

0.138). These findings reiterate Delattre’s (2006) findings of inconsistency between

recruitment practices and work ethics culture due in part to the strong labour unions and

political influence that prevents the incorporation of certain practices that would streamline

the recruitment and selection of officers (Prevost and Trautman 2008).

Table 4.3.1: Correlation Matrix for relationship between recruitment practice and work

ethics

Source: researcher’s field data, 2014 ***P<0.01, **P<0.05 and *P<0.1 significance level

RP1 to RP5 represent the recruitment practice question in table (4.2a).

4.3.2 Relationship between selection practice and work ethics

The relationship between the selection practices and the work ethics questions employed in

the study is reported in table 4.3.1. The results show both positive and negative correlations

between the selection practices and work ethics measurements. With respect to the

association between selection practice (SP1) and the work ethics questions, the table

illustrates positive association for stealing is right if not caught (0.154), taking items from

work if not paid high (0.148) and fair in dealings with others. The results however, reveal

positive correlation for one should always do what is right and just (0.180) and not to pass

judgement until one has evidence (0.240).

RP1 RP2 RP3 RP4 RP5

Stealing is right if not caught .177* .135

* -.034 -.048 .143

*

Taking responsibility for one’s actions .311**

.188* .216

** .231

** .065

Take items from work if not paid high .029 .055 -.136* -.147

* .110

One should always do what is right and just -.101 .340**

-.012 .176* .015

Not pass judgement until have evidence -.182* .079 .096 .214

** -.152

*

Treat others as you would like to be treated -.157* .112 .088 .213

** -.138

*

Inappropriate to take something not yours .072 .347**

.415**

.040 -.069

Fair in dealings with others -.166* .118 -.090 .209

** -.075

53

On selection practice (SP2), the table exhibit positive statistical significance with taking

responsibility for one’s actions (0.259), one should always do what is right and just (0.228),

inappropriate to take something not yours (0.276) and fair in dealings with others (0.161).

The results consequently, exhibit negative association between (SP2) and taking items from

work if not paid high (-0.198).

The table further reports that the selection practice (SP3) has positive significant association

with the work ethics measurement at 0.05 level. For instance, the table finds association for

the work ethics questions; taking items from work if not paid high (0.157), one should always

do what is right and just (0.167) and inappropriate to take something not your (0.166).

The results on selection practice (SP4) show association with taking responsibility for one’s

actions (0.247), one should always do what is right and just (0.220), inappropriate to take

something not yours (0.235) but weak association for fair in dealings with others (0.159), not

pass judgement until have evidence (0.180) and treat others as you would like to be treated

(0.179). These weak association between the selection and work ethics measure supports

findings of Castilla and Benard (2010), Kouchaki (2011) suggesting that not coercing ethics

in recruitment and selection practices of the polices make the process redundant hence cannot

bridge the gap between theory and practice therefore exposes officers to unethical dilemmas

prior to being recruited or selected into the police service.

The results also reveal that the selection practice (SP5) is negatively correlated with taking

responsibility for one’s actions (-0.200) but positively related to stealing is right if not caught

(0.138), inappropriate to take something not yours (0.206). Taking items from work if not

paid high recorded weak positive association with the selection practice (SP5). On selection

question (SP6), the table records association with taking responsibility for one’s actions at

54

5% significance level. Selection question (SP7) exhibit positive relationship with taking

responsibility for one’s actions (0.277), one should always do what is right and just (0.214),

but weak association for not passing judgement until have evidence (0.135) and fair in

dealings with others (0.182).

The results disclose association between the selection practice (SP8) and the work ethics

variables. For instance, table 4.3.2 shows strong positive association with taking

responsibility for one’s actions (0.485), one should always do what is right and just (0.691). It

further reveals strong association with not pass judgement until have evidence (0.603),

treating others as you would like to be treated (0.614). The table also finds positive

association between the selection practice (SP8) and inappropriate to take something not

yours (0.248) as well as strong correlation with fair in dealings with others (0.625).

Contrarily, the selection practice (SP8) exhibit negative association with stealing is right if

not caught (-0.232). Consequently, the table reports negative correlation between the

selection practice (SP9) and taking items from work if not paid high (-0.340) and stealing is

right if not caught (-0.283) but positively associated with taking responsibility for one’s

actions (0.260). This phenomenon reinforces Trautman’s (2000) assertion that police services

virtually miss the point in providing pre-service ethics recruitment practices and training to

its prospective personnel during recruitment phase hence step into the role of officers without

knowing the behavioural and situational prospects of organization. Thus, candidates are only

able to respond to scenario-based activities tended to respond to dilemmas hence unable to

distinguish between insubordination and legitimate intervention in challenging situations

(Whisenand, 2009; Robinson 2004).

55

Table 4.3.2: Correlation Matrix for relationship between selection practice and work

ethics

SP1 SP2 SP3 SP4 SP5 SP6 SP7 SP8 SP9

Stealing is right if not

caught

.154* -.079 .014 -.103 .138

* -.058 -.056 -.232

** -.283

**

Taking responsibility for

one’s actions

.126 .259**

-.083 .247**

-.200**

.155* .277

** .485

** .260

**

Take items from work if

not paid high

.148* -.198

** .157

* -.104 .184

* -.031 -.060 -.146

* -.340

**

One should always do

what is right and just

.180* .228

** .167

* .220

** -.059 -.005 .214

** .691

** .114

Not pass judgement until

have evidence

.082 .120 .068 .180* -.036 -.094 .135

* .603

** .081

Treat others as you

would like to be treated

.036 .098 .043 .179* -.049 -.074 .123 .614

** .092

Inappropriate to take

something not yours

.240**

.276**

.166* .235

** .206

** .013 .033 .248

** .032

Fair in dealings with

others

.143* .161

* .074 .159

* -.082 -.058 .182

* .625

** .073

Source: researcher’s field data, 2014 **P<0.01 and *P<0.05 significance level. SP1 to SP9

represents the selection questions employed in the study.

56

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.0 Introduction

This chapter discusses the summary of the main findings, conclusion and recommendations

based on the research questions raised in this study. The current study examines the effects of

recruitment and selection practices on work ethics of officers in the Ghana police Service and

how improvements in the recruitment and selection process would help improve the working

ethics of both newly recruited and retained officers in the police service. However,

considering the importance and the benefits associated with work ethics, one would think that

every effort must be made to streamline the current recruitment and selection criteria to

achieve these benefits.

5.1 Summary of Main Findings

5.1.1 Recruitment and Selection Practices in the Police Service

Findings show that the recruitment requirement employed by the Ghana Police Service meets

the standard requirement employed in other countries as evidenced by the respondents’

views. It was noted that most of the positions in the police services are managed by

competent people hence it is perceived that the right job is done by competent people. On the

issue of subsequent training after recruitment, the findings suggest that the service recognises

continuous professional development (CPD) hence organises predefined training and

upgrading sessions for the officers to meet current training trends evidenced in other

countries to facilitate good relationship between the police service and the citizens of the

country. However, it was noted that although, the training were being organised, the service

do not monitor the behaviour or attitude that its employees exhibit on the job as evidenced by

57

the weak and medium association between the responses on the recruitment and selection

practices and work ethics. This reiterates Delattre (2006) arguments that the police service

fails to provide guidelines on the tentative way of gathering intelligence and handling

informants after recruitment to bridge the gap between wrong and right in the police service.

However, on the respondents’ views concerning the selection practices and criteria employed

by the service, the findings suggest that most of the respondents were satisfied with the

application process, medical examination and assessment centres used in the selection

process. Contrarily, the aptitude test, psychometric test, skill or knowledge test, although of

relevance the respondent noted this in addition to one-on-one and panel interview should be

added to the current recruitment and selection process. Reference and recommendation

further received high support and recommendation since the officers were satisfaction with

this form of criteria.

5.1.2 Attitudes of Officers towards Work Ethics

On the issue concerning officers’ attitudes towards work ethics, the findings from the analysis

suggest that the respondents frown on unethical behaviours in the services due in part to the

stringent rules and regulations bordering the termination of contracts. They were unsatisfied

with the issue of stealing from the institution.

Consequently, it can be concluded that officers take responsibility for their own actions,

although some indicated that the source of worry may not be from the individuals doings

hence not satisfied with this issue.

5.1.3 Effect of Recruitment and Selection Practices on Work Ethics

Findings from the analysis suggest that recruitment and selection practices not only seek to

attract, obtain, and retain the quantity and quality of human resources the organization needs

to achieve its strategic goals, but may also have significant effects upon the composition of

58

the workforce, their ultimate fit with the organization's needs and prevailing culture, and

upon long-range employment stability. For instance the analysis revealed officers’ attitudes

and behaviours in terms of doing what is right, dealing fairly with others and inappropriate to

take something not yours correlates positively with both the recruitment and selection

practices employed by the police service.

In addition, the Anova was employed to test whether each of the recruitment and selection

practices would vary significantly with the behaviour dimensions employed in the study. The

results showed that the respondents’ views on the organization’s recruitment practices vary

significantly with the work ethics in the police service. The current legal requirement

employed in the recruitment and selection process identifies the structure of attitudes, beliefs

and conceptualization that officers must follow in the organization to develop practical and

sound work ethic culture.

It was noted that a range of useful selection techniques are employed in the selection process

to help make informed decisions about individuals whose qualifications and work-related

values and attitudes most closely conform to the requirements of positions in the police

service. Among the selection techniques, application forms, recommendation, assessment

centres and interviews appear to be used most frequently by the Ghana police service for

filling vacancies at managerial, professional, and entry levels. These selection criteria

employed correlated highly with the work ethics responses evidenced in the analysis.

5.1.4 Effectiveness of Recruitment and Selection Practices of Ghana Police Service

Most of the respondents from the survey and the analysis revealed that the selection and

recruitment practices used by the Ghana Police Service is very effective as the right material

and practices are always employed compared to international standards of recruitment and

selection. However, the officers who normally engaged is unethical issues were found,

according to the trend of analyses, to be associated with officers recruited through corrupt

59

means and favouritism. More so it was realized that factors such as work experience,

academic qualifications, interviews and test used in selecting employees makes the selecting

and recruitment practices very effective in selecting the best for the Ghana Police service.

5.2 Conclusion

Although, the findings from the study showed that most of the respondents were satisfied

with the recruitment and selection practices employed by the police service, the correlation

analysis and Anova test showed that work ethics if not improved could render negative

impact on the image of the organization. However, it examined that most of the respondents

perceived to be unethical were highly correlated with the recruitment and selection proxies

employed in the study. Among the selection techniques, the research findings showed that

application forms and one-to-one interviews appear to be highly correlated with the negative

work ethics proxies in the study suggesting that personnel employed through these means

have the tendency to behave unethically in the work place. These ethical signals can affect

important organizational variables such as reputation, commitment of the employee,

satisfaction, job performance and deviant workplace behaviour. In addition, unethical

behaviours can have wide-ranging effects including issues with trust, accountability and

transparency because stakeholders and management of the police service may not want to be

identified or associated with an unethical organization.

5.3 Recommendations

The findings of the study indicate that recruitment and selection practices play a critical role

in employees’ perception about work ethics. Therefore, it is recommended that the police

service should implement policy initiatives that would curtail unethical behaviours in the

police service. For instance, the service should pay critical emphasis on background checks

prior to engaging people.

60

5.3.1 Academic background

Although, the Ghana Police service is associated with recruiting most of the time illiterate, it

is recommended that the police service should place much priority on academic background

and academic work to ensure that recruits are equipped with some amount of knowledge on

work ethics.

5.3.2 Establishment of reward systems

The police institution should put up policies to recognise individuals who exemplify good

work ethics or disciplined behaviour in their line of duty to encourage others to practice in

similar accord. This would help provide guidelines on the tentative way of professional

behaviour by personnel of the police service.

5.3.3 Sanctions

The police service must implement appropriate sanctions on individuals that breach the

recruitment and selection practices of the organization. These sanctions must be prompt and

sufficiently strong to act as deterrent to other prospective offenders. If people are not

punished for offences committed, it tends to encourage other people with weak morals to

emulate perpetrators of unethical conducts. Strict sanctions could be sufficient to discourage

unethical conducts. All recruitment and selection practices must be executed with sound

moral values in other to import positive work ethics values on the officers recruited or yet to

be recruited.

5.3.4 Proper Screening of recruitment and selection process

All applicants must be treated fairly; issues of favouritism and corruption within the

recruitment and selection practices of the police services must be abated while giving the

chance to recruit and select qualified officers with good moral virtues. Employee referrals

should be minimized to cater for a quality rather than a whole scale opportunity which gives

61

room to favouritism and at times employment of individuals with less meaningfully

contribution to the organizations mission.

62

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APPENDIX

KWAME NKRUMAH UNIVERSITY OF SCIENCE AND TECHNOLOGY

QUESTIONNAIRE

TOPIC: THE IMPACT OF RECRUITMENT ON WORK ETHICS:

THE CASE OF THE GHANA POLICE SERVICE

PREAMBLE

The purpose of this questionnaire is to gather data on the Impact of Recruitment on Work

Ethics in the Ghana Police Service. Answers from respondents will be used for academic

purpose only and will be treated with much confidentiality. Please be specific and answer the

questions as accurately as possible. Where necessary, tick the appropriate box (es) provided

for each possible answer. Respondents do not have to write their names, telephone numbers

or email address.

DIRECTIONS: Please indicate your response to each question by selecting the most

appropriate answer for each question.

SECTION A: PROFILE

1. Sex: Male [ ] Female [ ]

2. Age: a) 21 - 30 [ ] b) 31-40 [ ] c) 41- 50 [ ] d) Above 50 yrs.

3. What is your rank? a) Constable [ ] b) Corporal [ ] c) Sergeant [ ] d) Inspector [ ]

4. What was your level of education before recruitment? a) Post Graduate [ ]

b) Undergraduate [ ] c) Advanced/ Ordinary Level [ ] d) Senior High [ ] e) None [ ]

f) Professional qualification

5. How many years have you worked with the Police Service?

a) Less than 5 yrs. [ ] b) 5 - 10 yrs. [ ] c) 11 - 15 yrs. [ ] d) Above 15 yrs. [ ]

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Using the scale below please rank the importance of items in Section A - D.

5 4 3 2 1

Very

Satisfactory

Somewhat

Satisfactory

Not Satisfactory Somewhat

Unsatisfactory

Very

Unsatisfactory

SECTION B: RECRUITMENT PRACTICES

1 2 3 4 5

6. Recruitment practices of you outfit meets the current

and legal requirement.

7. The right job is being performed by the right persons at

your working environment.

8. Employee’s competency matches the job specification.

9. Attended any training session apart from your

recruitment training

10. Your thought on recruitment practices in the Ghana

Police Service

SECTION C: SELECTION PRACTICES

1 2 3 4 5

11. Application form

12. Aptitude test

13. Psychometric tests

14. Skilled or knowledge tests

15. One-to-one interview

16. Panel interview

17. Assessment centres

18. Medical examination

19. References/ recommendation

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SECTION D: WORK ETHICS

1 2 3 4 5

20. Stealing is all right as long as you don’t get caught.

21. One should always take responsibility for one’s actions.

22. I would take items from work if I felt I was not getting paid

enough.

23. One should always do what is right and just.

24. One should not pass judgment until one has heard all of the

facts.

25. It is important to treat others as you would like to be treated.

26. It is never appropriate to take something that does not

belong to you

27. People should be fair in their dealings with others.