Original Research

Frontline police employees’ social construction of client service

Karel Stanz, G. J. Schwart, W. J. Schurink
SA Journal of Human Resource Management | Vol 5, No 3 | a150 | DOI: https://doi.org/10.4102/sajhrm.v5i3.150 | © 1970 Karel Stanz, G. J. Schwart, W. J. Schurink | This work is licensed under CC Attribution 4.0
Submitted: 14 July 2007 | Published:

About the author(s)

Karel Stanz, University of Johannesburg, South Africa
G. J. Schwart, University of Johannesburg, South Africa
W. J. Schurink, University of Johannesburg

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The social construction of frontline employees’ client service plays a major role in organisational success. This study illuminated why frontline personnel are reluctant to accept organisational change which is in line with new policing philosophies. Applying modernist qualitative methodology, and particularly grounded theory within a case study design a ‘process satisfaction model’ was developed with the aim to improve employee satisfaction with internal processes and ultimately service delivery. This model may be used for change in the South African Police Service SAPS) and other government departments.


Leadership performance; client service; organisational change and modernist qualitative methodology; grounded theory


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