NCJ Number
114165
Journal
Security Management Volume: 32 Issue: 10 Dated: (October 1988) Pages: 78-81
Date Published
1988
Length
4 pages
Annotation
Uniformed security is plagued by a variety of common misconceptions on the part of nonsecurity managers that affect its role in industry.
Abstract
Management may begin to wonder if the current security personnel level is necessary when confronted with no incidents night after night. Managers fail to understand that the lack of incidents means that the security system is working as intended. Thus, the security manager may need to remind upper management of the security function and its product. Upper management may be tempted to decrease security staffing levels. Faced with ordered staff reductions, the security manager should present recommendations that include an objective analysis of the impact of personnel cuts on such variables as budget, overtime, support personnel, and staff morale and effectiveness. A careful analysis of alternatives to current staffing levels can provide a tool for further educating upper management on the uniqueness of the security function. A reliance on overtime involves a catch-22: officers with a great deal of overtime can afford to take time off, and vacation coverage may be especially problematic. Substitution of administrative or management personnel to compensate for reductions may raise legal issues, create union problems, and affect morale of the substitutes. Finally, while automated security systems can augment uniformed security services, they cannot totally supplant them.