This paper seeks to capture the lack of effective police action to contain, prevent or investigate violence that has exacerbated the already dire state of police-community relations in the 1990s.
This paper considers some of the psychological factors leading up to strikes and explores some of the psychological variables which contribute to collective violence and the killing of non-strikers in particular.
This paper attempts to deal with the question of what business and Human Resource practitioners can do in regard to the rather complex problem of workplace violence. It notes that the effects of traumatic experiences beyond the workplace may well express themselves within the working environment.
The purpose of this paper is to describe the structure of the South African Police (SAP) and analyse some of the reforms of the police force which have taken place since 1989. This is motivated by an understanding that the organization is one determinant of police behaviour.
This paper seeks to introduce the idea of forming alternative defence structures in the wake of the violence unleashed against citizens by security forces, vigilante groups and hit squads in the 1990s.
This paper discusses the role of the South African Police during instances of civil unrest. It first provides a definition of violence and then proceeds to call for a definition of the term "violence" which is not restricted to instances of physical harm. State-supported violence is then defined. The issue as to whether the police should be seen as managers of conflict or whether they are party to the conflict is then discussed with particular reference to the South African situation.