| Recent development and progress of Chinese society have posed new challenges to police force's resource management skills. In this situation, Shanghai's Public Security Bureau has taken numerous initiatives to reform and optimize its current recourses, resulting in a revolutionized way of recruiting, promoting and training. However, these changes are still insufficient for requirements of modern police work. Shanghai's police force has long been allocating its people according to particular duties. Officers stay in fixed positions and seldom interact with colleagues in other jobs. This results in a shortage in comprehensive policing skills and a low efficacy of the police resources. Both have become barriers for the buildup of a healthy police force capable of addressing the challenges of our time. The "Three Constructions" project and the community policing reform also suffer from it. An important method to remove this barrier is to launch a wide, deep, and consummate system of police job-shift. Our police force must be liberated from the bondage of the conventional human resource system. Our job-shift system must assume the function of training and development, guiding our police officers to design their own career paths, and encouraging them to live up to their potential.As a police officer in Shanghai, I have personally experienced these problems and their impacts. During my MPA training in Fudan University, I have given them much reflection. I came to identify the failure to apply the relatively mature theories of human resource management as a major cause for the ineffective management of police resources. And this paper intends to deals with this failure. It is a combination of literature research, empirical research, and descriptive research. The literature involved comes from various sources, including Law of People's Republic of China on Public Servants, Ministry of Public Security's policies on "Three Constructions", and Shanghai Public Security Bureau's i nstructions on community policing reform. The paper borrows heavily from the field of human resource management, applying its theories in training and development, career path planning, and job-shift. It uses Shanghai police's current system of job-shift as its research subject and attempts to trace its problems by analyzing its recent policies and practices. It also draws the experiences of Hong Kong police for comparison and inspiration. The goal of this research is to reveal the low comprehensive performance and low resource efficacy in Shanghai police force, and propose a possible solution through the use of a reformed job-shift system.The paper is composed of seven parts. Introduction, which presents the origin and significance of the topic. It also gives a brief description to the theories and methodologies involved in the study, as well as the current state of the field. The first chapter sets the theoretical ground for a new job-shift system, elaborating on its legal basis and the related HR theories. A goal for the policing reform is also discussed. The second chapter outlines the current state of job-shift system and its problems. The third chapter introduces Hong Kong Police's job-shift system, and explores the possibility of learning from their experience. The fourth chapter traces the causes of the problems facing the current system and runs a deep analysis of those causes. The fifth chapter proposes advices for a better job-shift system. The last part is the conclusion. |
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