Exhibit 4: Memo on Police Officers’ Reaction to Planned Cuts in Overtime Pay To: Maria Valdez, City Police Commissioner From: Officer Isaac Haines, Steward, Local 102 of the United Federation of Police Officers (police officers’ union) Date: July 2, 2014 Re: Planned Cuts in Police Officers’ Overtime Status: Under Consideration I am writing on behalf of the members of Local 102 of the United Federation of Police Officers to report our deep disapproval of and concern with the mayor’s planned cut in overtime for our members. For several years, the city’s officers have been called upon to work long shifts and put in extra hours due to escalating crime and the mayor’s newly-imposed efforts to step up patrols in high-crime areas. Loyal officers have sacrificed personal time with their families to ensure the public’s safety and comply with the mayor’s directives. According to the Fair Labor Standards Act of 1938 and the city’s contract with the United Federation of Police Officers, all non-exempt officers working over 40 hours per week must be paid at a rate of 1.5 times their current hourly wage. The overtime pay earned by these officers was legal and necessary given the city’s needs and the mayor’s directives. We have now learned that, due to public disclosure of the salaries earned by a few officers, the mayor has ordered that 25 new police officers be hired and overtime hours be drastically reduced. This decision was made arbitrarily without consulting the officers or their union representatives. We believe that this move will place the public at risk by placing rookie officers in place of experienced officers, lower the morale of experienced officers, and cause financial hardship for experienced officers and their families. Due to the lack of new patrol officers, as well as ongoing retirements and transfers from the force, some officers work double shifts on a regular basis with no end in sight. If some officers have chosen to use the extra pay earned to improve living conditions for themselves or their families, it seems a reasonable exchange for the risk and the extra hours spent on patrol. At a recent press conference, the mayor was overheard to comment, “If the city police officers can’t balance their household budgets once they’re off the gravy train, that’s their problem.” This position reflects a lack of understanding and appreciation for the officers’ loyalty and hard work. If city management refuses to work with our union to develop a plan that will gradually reduce workload and overtime, unfortunate consequences could occur. While official strikes require court permission, unofficial actions such as work slowdowns, “sick outs” (officers call in sick en masse on specified days), high absenteeism, issuing warnings for traffic violations rather than tickets, and refusal to accept any overtime work are at the officers’ discretion. Experienced officers must also train rookie police officers for one year without additional pay after.

1. Exhibit 4: Memo on Police Officers’ Reaction to Planned Cuts
in Overtime Pay
To:
Maria Valdez, City Police Commissioner
From:
Officer Isaac Haines, Steward, Local 102 of the United
Federation of Police Officers (police officers’ union)
Date:
July 2, 2014
Re:
Planned Cuts in Police Officers’ Overtime
Status:
Under Consideration
I am writing on behalf of the members of Local 102 of the
United Federation of Police Officers to report our deep
disapproval of and concern with the mayor’s planned cut in
overtime for our members. For several years, the city’s officers
have been called upon to work long shifts and put in extra hours
due to escalating crime and the mayor’s newly-imposed efforts
to step up patrols in high-crime areas. Loyal officers have
sacrificed personal time with their families to ensure the
public’s safety and comply with the mayor’s directives.
According to the Fair Labor Standards Act of 1938 and the
city’s contract with the United Federation of Police Officers, all
non-exempt officers working over 40 hours per week must be
paid at a rate of 1.5 times their current hourly wage. The
overtime pay earned by these officers was legal and necessary
given the city’s needs and the mayor’s directives.

2. We have now learned that, due to public disclosure of the
salaries earned by a few officers, the mayor has ordered that 25
new police officers be hired and overtime hours be drastically
reduced. This decision was made arbitrarily without consulting
the officers or their union representatives. We believe that this
move will place the public at risk by placing rookie officers in
place of experienced officers, lower the morale of experienced
officers, and cause financial hardship for experienced officers
and their families. Due to the lack of new patrol officers, as
well as ongoing retirements and transfers from the force, some
officers work double shifts on a regular basis with no end in
sight. If some officers have chosen to use the extra pay earned
to improve living conditions for themselves or their families, it
seems a reasonable exchange for the risk and the extra hours
spent on patrol. At a recent press conference, the mayor was
overheard to comment, “If the city police officers can’t balance
their household budgets once they’re off the gravy train, that’s
their problem.” This position reflects a lack of understanding
and appreciation for the officers’ loyalty and hard work.
If city management refuses to work with our union to develop a
plan that will gradually reduce workload and overtime,
unfortunate consequences could occur. While official strikes
require court permission, unofficial actions such as work
slowdowns, “sick outs” (officers call in sick en masse on
specified days), high absenteeism, issuing warnings for traffic
violations rather than tickets, and refusal to accept any overtime
work are at the officers’ discretion. Experienced officers must
also train rookie police officers for one year without additional
pay after the latter’s graduation from the academy—I cannot
guarantee the current officer’s willingness to accomplish this
unpaid task or the quality of said training under the present
circumstances. Finally, I cannot rule out unauthorized, illegal
actions such as wildcat strikes or sit-down strikes, although
these are unlikely. These problems can be avoided completely if
city management is willing to rethink its position on impending

3. cuts in overtime and meets with union representatives to arrive
at a mutually agreeable compromise.
Sheet1Name:Date:Link:Class
period:https://bigfuture.collegeboard.org/college-searchIf one
of these items is not available, you will put N/ACollege:
College: At a GlanceAt a GlanceSchool Size (small, medium,
large, etc.)School Size (small, medium, large, etc.)Total
UndergraduatesTotal UndergraduatesFirst-time degree seeking
freshmanFirst-time degree seeking freshmanCity and State
where the main campus is locatedCity and State where the main
campus is locatedCampus LifeCampus LifeSetting (Rural,
Urban, Suburban, etc.)Setting (Rural, Urban, Suburban,
etc.)Closest Large CityClosest Large CityStudent BodyStudent
BodyAverage age (all students)Average age (all
students)Gender distribution (% male, % female)Gender
distribution (% male, % female)Top 3 Ethnicities by percentage
(% White, %Asian. . . . etc.)Top 3 Ethnicities by percentage (%
White, %Asian. . . . etc.)HousingHousingFirst-year students
living in college housing (%)First-year students living in
college housing (%)Housing options (List at least 3)Housing
options (List at least 3)ActivitiesActivitiesStudent activities
(List 3 try to pick ones you might be interested in)Student
activities (List 3, try to pick ones you might be interested
in)Greek Life: Men who join fraternities (%)Greek Life: Men
who join fraternities (%)Greek Life: Women who join sororities
(%)Greek Life: Women who join sororities (%)Sports
Sports Team nameTeam nameDivision sports offered
(first column, list 3)Division sports offered (first column, list
3)Other sports offered (List 3 you might be interested in
watching or playing)Other sports offered (List 3 you might be
interested in watching or playing)Are scholarships avaiable?
(Y/N, look in 4th column)Are scholarships avaiable? (Y/N, look
in 4th column)Majors and Learning EnvironmentMajors and
Learning EnvironmentMost Popular MajorsMost Popular
MajorsStudent Faculty ratioStudent Faculty ratioAre bachelors

4. degrees offered? (Y/N)Are bachelors degrees offered? (Y/N)Are
associates degrees offered? (Y/N)Are associates degrees
offered? (Y/N)Are masters degrees offered (Y/N)Are masters
degrees offered (Y/N)Are doctorate degrees offered (Y/N)Are
doctorate degrees offered (Y/N)Top 6 majors (list in order)Top
6 majors (list in order)All MajorsAll MajorsPick a major from
this list you would like to studyPick a major from this list you
would like to studyIs your top choice of major on this list?Is
your top choice of major on this list?ApplyingApplyingNumber
of total applicants?Number of total applicants?Number
admitted?Number admitted?Number enrolled?Number
enrolled?Admission policy (selective, competitive, open,
etc.)Admission policy (selective, competitive, open, etc.)What's
Important?What's Important?Top 5 things under "Very
Important"Top 5 things under "Very Important"Applications
RequirementsApplications RequirementsWhat tests are required
for admission? (SAT, ACT, etc.)What tests are required for
admission? (SAT, ACT, etc.)APAPOffers credit for AP exams?
(Y/N)Offers credit for AP exams? (Y/N)Offers placement into
higher-level courses for AP Exams (Y/N)Offers placement into
higher-level courses for AP Exams (Y/N)PayingPayingIn-State
CostsIn-State CostsTuition and fees (On Campus)Tuition and
fees (On Campus)Room and board (On Campus)Room and board
(On Campus)Books and Supplies (On Campus)Books and
Supplies (On Campus)Estimated personal expenses (On
Campus)Estimated personal expenses (On
Campus)Transportation expenses (On Campus)Transportation
expenses (On Campus)Estimated Total (On Campus)Estimated
Total (On Campus)Out-of-State CostsOut-of-State CostsTuition
and fees (On Campus)Tuition and fees (On Campus)Room and
board (On Campus)Room and board (On Campus)Books and
Supplies (On Campus)Books and Supplies (On
Campus)Estimated personal expenses (On Campus)Estimated
personal expenses (On Campus)Transportation expenses (On
Campus)Transportation expenses (On Campus)Estimated Total
(On Campus)Estimated Total (On Campus)Financial Aid by the

5. NumbersFinancial Aid by the NumbersAverage 1st-year
financial aid packageAverage 1st-year financial aid package%
of freshman with need who received financial aid% of freshman
with need who received financial aid% of need met% of need
metNon-need based aid determined by (list top two)Non-need
based aid determined by (list top two)Need based aid
determined by (list top two)Need based aid determined by (list
top two)https://bigfuture.collegeboard.org/college-search
Job Description of City Police Officer I
Position Title: Police Officer I (alternative titles: patrol officer,
traffic officer)
Supervisory Level: Front-line non-exempt (hourly) employee—
no supervisory duties
Reports To: Police Sergeant
Position Description:
Police officers patrol an assigned beat on foot, on bicycle, on
motorcycle, on horseback, or in police car to monitor and
control traffic, prevent crime and disturbances of the peace, and
arrest crime suspects.
• Familiarizes self with the beat and persons living in the area,
and notes hazards and suspicious persons, activities and
establishments to superior officer
• Disperses unruly crowds at public gatherings
• Investigates the causes and results of traffic accidents,
renders first aid at the accident scene, calls for assistance and
reroutes traffic around the hazard
• Warns or arrests persons violating city and animal ordinances
• Issues tickets to traffic violators
• Registers via radio or at call boxes at specified times or
intervals
• Writes and files a daily activity report with supervisor
• Performs other duties as required
Required Knowledge, Skills and Abilities:
• The ability to speak, read and write in English; bilingual,
especially Spanish-speaking skills, highly desirable

6. • Knowledge of city criminal, traffic, public, and animal
ordinances
• Knowledge of safe use and maintenance of firearms,
defensive weapons, and restraints
• Ability to safely operate a vehicle
• Ability to safely operate a motorcycle (motorcycle patrol
officers only)
• Ability to safely lead, mount, and ride a horse (mounted
equestrian patrol officers only)
• Ability to safely operate a bicycle (bicycle patrol officers
only)
• Knowledge of first aid, CPR, safety procedures, and use of
traffic safety equipment
• Ability to use communications equipment
• Ability to use a computer and basic keyboarding skills
• Physical abilities include
- Run two miles in 20 minutes or less
- Drag 75 pound weight 50 yards
- Carry 50 pound weight 200 feet
• Ability to legally work in the United States
Education, Experience and Certifications:
• High school diploma or equivalent
• Proof of legal right to work in the United States (2 forms of
proof required)
• Valid U.S. driver’s license with a maximum of one moving
violation in the last 3 years
• Valid U.S. motorcycle operator’s license with maximum of
one moving violation in the last 3 years (motorcycle patrol
officers only)
• Equestrian and riding skills at the intermediate level or higher
(mounted police officers only)
• Remain drug-free on and off the job (drugs are defined as
illegal substances and unauthorized use of prescription drugs);
no prior convictions involving illegal substances or alcohol
• Possession of state firearms permit or ability to obtain permit
during police academy training

7. • Minimum of two years’ work experience in policing, security,
or corrections or an associate’s degree in criminal justice
Physical Requirements:
The job requires physical activities involving movement of the
whole body, such as standing, kneeling, climbing, lifting,
running, walking, and stooping. The activities often also require
considerable use of the arms and legs, such as in the physical
handling of people, objects and weapons. The employee may be
required to lift, drag, or restrain heavy objects (in excess of 50
pounds) on a daily basis.
Work Environment:
Work occurs partly outdoors and exposes the employee to heat,
cold, moisture, wind, and direct sunlight. While performing the
duties of this job, the employee is occasionally exposed to
weapons and hazardous objects, people, animals, and vehicles.
Driving in hazardous conditions such as rain, snow, ice, at
night, in heavy traffic, and at high speeds is necessary. The
noise level in the work environment is usually low to moderate.
2
Title:
Workforce Planning: Recruitment and Selection
Paper type
Book Report
Language style
English (U.S.)
Deadline
12th April 2019 @ 01:23:46 A.M. (LONDON TIME)
Paper format
APA
Course level

8. College
Subject Area
Business
# pages
3 ( or 825 words Minimum)
Spacing
Double Spacing
Cost
$ 15.00
# sources
3
Paper Details
Introduction
In today’s hypercompetitive business environment, an
organization’s sustainable competitive advantage is derived
largely from intangible assets: human, social, and intellectual
capital. Intangible assets are produced by skilled, capable
workers. Human resource professionals enable current and
future organizational competitiveness by maintaining an
adequate supply of people with the skills, knowledge, and
abilities needed to produce these resources. This is
accomplished through workforce planning, recruitment and
selection of top-quality talent, and effective employee relations
management. As a human resource professional, your ability to
effectively identify your organization’s need for employees,
plan and implement employee recruitment and selection
strategies, and manage employee relations will directly
contribute to your organization’s success.
Scenario
You are the newly appointed director of human resource
management for the police department of a city in the
northeastern United States. Your organization has struggled to
hire new police officers for some time. Your predecessor
attempted to increase recruitment and selection of new officers

9. by implementing an employee referral plan; however, the
number of new officers hired through referrals has fallen short
of hiring goals. The need for police officers intensified when
your city’s newly elected mayor promised to lower crime by
increasing the number of police patrols in high-crime areas. The
police department has met the need for increased patrols by
assigning existing police officers additional hours and paying
overtime wages. As the number of hours worked and overtime
payments increased over time, the practice—originally intended
to be a short-term remedy—attracted unwanted attention. A
front-page article in your city’s newspaper has revealed that
three police officers earned higher annual salaries than the
mayor, due to excessive overtime. Stung and embarrassed by
this disclosure, the mayor fired your predecessor and put you in
his place. Both the mayor and your boss have given orders to
“reduce overtime by hiring new police officers immediately!”
The mayor’s mandate to cut the overtime of currently employed
police officers has created an employee relations problem.
Officers on the city’s police force have worked extra hours for
so long that the extra overtime pay is now perceived as an
entitlement. Some police officers have assumed loans or
increased living expenses in the expectation that the opportunity
to earn overtime pay would continue. The officers are now
unhappy that their ability to earn overtime pay will be greatly
reduced (by the hiring of new police recruits) and are upset by
the manner in which they learned about city management’s
decision to cut overtime pay. Representatives of the officer’s
union have responded with the attached “Memo on Police
Officers’ Reaction to Planned Cuts in Overtime Pay.” You must
manage the current conflict between the police officers and city
management and try to prevent future conflicts by developing a
workplace culture that creates a positive work environment for
employees and management. You will also revise job
descriptions and selection procedures using the attached “Job
Description of City Police Officers” to make managing
workplace conflict a required job competency.

10. Requirements
Your submission must be your original work. An originality
report is provided when you submit your task that can be used
as a guide.
Create a report (suggested length of 3–5 pages) in which you
discuss strategies for managing conflict caused by cuts in
overtime pay.
A. Discuss three causes of workplace conflict between the city’s
police officers and city management in the current situation.
B. Discuss two possible short-term outcomes if the conflict is
not resolved.
C. Discuss two possible long-term outcomes if the conflict is
not resolved.
D. Discuss three possible actions for resolving the current
conflict about overtime pay.
E. Design a plan to create a more positive work culture in the
city’s police department by doing the following:
1. Discuss two basic components of a work culture that prevent
negative conflict.
2. Create two new specifications for the “required” section of
the attached “Job Description of City Police Officers” that
relate to a candidate’s ability to effectively manage workplace
conflict.
3. Create three situational interview questions designed to
illuminate a job candidate’s competency in managing workplace
conflict.
F. Explain two methods of evaluating improvements in
employee relations in the city police department.

11. G. When you use sources to support ideas and elements in a
paper or project, provide acknowledgement of source
information for any content that is quoted, paraphrased or
summarized. Acknowledgement of source information includes:
• Author
• Date
• Title
• Location of information (e.g., publisher, journal, or website
URL)