Navigating Future Presidential Appointments in Police and Public Institutions: Prioritizing Fairness, Dignity, and Psychological Well-Being – A Case Study on the Impact of Junior Officer Appointments
The recent directive by the Police Service Commission (PSC) to compel the retirement of four Deputy Inspectors-General of Police (DIGs) has ignited a critical conversation about the importance of fairness, meritocracy, and the humane treatment of officers facing compulsory retirement. This writing delves into the need for a comprehensive and sensitive approach when handling such situations, recognizing the deeply personal and psychological aspects of these officers’ careers and service to the nation.
As an impartial observer with no personal acquaintance with any of the officers involved, my perspective is solely rooted in ethical considerations and a commitment to principles of fairness, transparency, and institutional integrity.
Meritocracy is a bedrock principle in many democratic societies and organizations, including law enforcement agencies. It ensures that promotions and leadership positions are awarded based on experience, qualifications, and seniority, thus upholding professionalism, and discipline. By adhering to meritocracy, institutions and organizations can maintain their integrity and effectiveness.
The appointment of junior officers to senior leadership positions, as observed in the case of Kayode Egbetokun’s elevation to acting Inspector-General of Police (IG), can generate concerns about fairness and disruption of established hierarchies. This practice may also raise suspicions of political interference or favoritism in the selection process, leading to emotional and psychological distress among senior officers.
In the context of police and other public institutions, the appointment of junior officers to senior leadership positions, as observed in the case of Kayode Egbetokun’s elevation to acting Inspector-General of Police (IG), can generate concerns about fairness and disruption of established hierarchies. This practice may also raise suspicions of political interference or favoritism in the selection process, leading to emotional and psychological distress among senior officers.
Indeed, the appointment of Kayode Egbetokun to the rank of Deputy Inspector-General of Police (DIG) and his subsequent elevation to the position of acting Inspector-General of Police (IGP) despite being relatively new to the rank represents an unconventional and unreasonable scenario driven by a combination of traditional practices and institutional decisions. Notably, the affected Deputy Inspectors-General of Police (DIGs) in this instance include Dan-Mallam Mohammed, Moses Ambakina Jitiboh, Hafiz Mohammed Inuwa, and Adeleke Adeyinka Bode. They initially held higher ranks than Kayode Egbetokun, the acting IGP, but did not retire following his appointment to the new position, prompting valid questions about the fairness and objectivity of the leadership transition.
It’s crucial to emphasize that Kayode Egbetokun, as an individual, should not be held personally responsible for this situation. Instead, the focus should remain on the broader issues stemming from subjective and inexplicable traditional practices and institutional decisions, highlighting the urgent need for fairness and objectivity in leadership appointments and compulsory retirements within the police force and other public institutions.
Striking a balance between recognizing merit and adhering to established norms and procedures is essential for organizations, particularly those as critical as the police force. Transparency, fairness, and strict adherence to protocols are crucial to mitigating concerns and preserving the integrity of the selection process. Therefore, it is imperative to select one of the senior officers based on merit and qualifications rather than factors such as familiarity, tribe, or other non-merit-based considerations. This approach ensures that leadership appointments are made in a just and equitable manner, upholding the principles of professionalism and institutional integrity.
The use of subjective criteria, such as tribal, religious, ethnic, familiarity or political factors, in leadership appointments is a matter of deep concern. These practices can undermine the principles of fairness and professionalism within organizations and contribute to a perception of bias, which can significantly impact the mental and emotional well-being of affected officers.
Compulsory retirement, especially for senior officers who have dedicated a significant portion of their lives to their profession, can have far-reaching consequences on their well-being, financial stability, and sense of self-worth. Therefore, it is imperative to handle such situations with a comprehensive and sensitive approach that considers the multifaceted challenges and emotions that individuals experience during this life transition.
Engaging in a consultation process with the affected officers is of paramount importance. This approach allows for a deep understanding of their perspectives, concerns, and potential alternative solutions or support they may need during their transition. It empowers these officers to have a say in shaping their future, ensuring that their voices are heard, and their individual needs are considered in the decision-making process. Importantly, keeping this process private and away from the media spotlight can help maintain the dignity and confidentiality of the officers involved.
Providing open, honest, and clear communication about sensible reasons for retirement and the associated process is essential in minimizing anxiety, uncertainty, and feelings of helplessness among affected officers. It is crucial that these reasons are grounded in logic and fairness, unlike the questionable justifications often observed in cases like these.
Compulsory retirement, particularly for senior officers who have devoted a substantial portion of their lives to their profession, can indeed have far-reaching consequences on their well-being, financial stability, and sense of self-worth. Therefore, it is imperative to handle such situations with a comprehensive and sensitive approach that acknowledges the multifaceted challenges and emotions individuals face during this significant life transition. Instead of subjecting them to further public scrutiny and potential disgrace in the media, offering them recognition and rewards for their years of service can be a more dignified and respectful way to honor their contributions and mitigate the negative impacts of compulsory retirement.
Engaging in a consultation process with the affected officers is a critical step towards understanding their perspectives, addressing their concerns, and exploring potential alternative solutions or support they may require during their transition. This empowers them to actively participate in shaping their future, rather than blindly adhering to outdated or irrational traditions that serve no meaningful purpose.
Providing access to essential support services, including counseling and career transition assistance, is paramount to assist officers in managing the emotional and psychological challenges associated with retirement. Regrettably, in emerging societies like Nigeria, mental and psychological health concerns are often overlooked. Sudden and distressing actions, such as the compulsory retirement of senior officers, can precipitate depression, physical ailments, emotional distress, and, in extreme cases, even lead to loss of life. Prioritizing the mental well-being of individuals in such transitional phases is an ethical imperative and should be a fundamental component of our evolving societal values.
Ensuring that retirement procedures are conducted in a fair, impartial, and transparent manner, adhering to sensible rules and progressive regulations, is essential. This approach helps prevent any perception of bias or discrimination, ultimately alleviating stress and reducing mental strain among the affected officers.
Recognizing the financial implications of retirement and ensuring that officers receive their entitled retirement benefits and guidance on managing their financial situation post-retirement to reduce financial anxiety.
Offering access to support services, such as counseling or career transition assistance, is paramount to help officers cope with the emotional and psychological aspects of retirement. These services can provide a vital lifeline for officers who may be grappling with the loss of their professional identity and the disruption of their familiar routine. It’s essential to ensure that these officers receive the necessary guidance and assistance to navigate this significant life transition successfully.
Encouraging officers to stay connected with their colleagues and the organization if they wish to do so, as maintaining social connections can help alleviate feelings of isolation and depression during this period of change.
Emphasizing the positive legacy that retiring officers leave behind by highlighting their accomplishments and how their contributions have positively impacted the organization and the community, reaffirming their sense of purpose.
Approaching the situation with deep compassion and empathy, recognizing that this is a significant life transition for the officers and that their emotions and concerns are entirely valid. This acknowledgment can significantly alleviate the psychological burden they may carry.
The Commission’s decision to opt for compulsory retirement after an extended period of waiting without receiving voluntary retirement applications from the senior officers raises serious questions about institutional rationale. While the Commission cited the need to maintain discipline, a foundational aspect of the Police Force’s integrity, and to discourage the practice of status reversal, these reasons appear to be insufficient and subjective in nature. Furthermore, highlighting the absence of pending disciplinary matters or serious medical conditions among the newly appointed Deputy Inspectors-General of Police (DIGs) and their geographical regions of selection does not address the fundamental ethical concern at hand.
The core issue revolves around the fairness and objectivity of the leadership transition process, particularly in the context of compulsory retirement for senior officers who did not voluntarily retire following the appointment of a junior officer as the Acting Inspector-General of Police. This concern transcends individual qualifications and regional representation and goes to the heart of principles such as equity, meritocracy, and institutional fairness. It emphasizes the need for a more transparent and ethical approach to leadership appointments within the police force and other public institutions.
It’s important to note that such unusual appointment practices have a long history and did not start with the current Police Service Commission (PSC). In the context of African settings, such practices cannot continue if we aim to prioritize the greater good of the people and build strong, fair, and equitable institutions.
Balancing the administrative needs of institutions like the Nigeria Police Force with the deeply personal and psychological aspects of officers’ careers is a complex but necessary challenge. By upholding principles of meritocracy, fairness, and transparency while ensuring the rights, dignity, and psychological well-being of officers during compulsory retirement, organizations can maintain professionalism, discipline, and the respect of their workforce. This approach serves the best interests of both the organization and the individuals affected by these significant life transitions, ultimately fostering a culture of fairness, dignity, and psychological support within the institution.
Moreover, it’s worth noting that the affected officers may choose to explore legal avenues, particularly in relation to potential human rights issues surrounding their compulsory retirement. This could involve seeking legal counsel to assess the situation and determine whether their rights have been violated. Such legal actions can serve as an additional mechanism for addressing the complexities and potential injustices surrounding their retirement.
My analysis serves as a contribution to the ongoing dialogue on these crucial issues, with a focus on the psychological and societal implications of leadership appointments in critical institutions like the police force, and the potential recourse to legal channels to safeguard human rights and fairness in such matters.
Professor John Egbeazien Oshodi, who was born in Uromi, Edo State, Nigeria, to a father who served in the Nigeria police for 37 years, is an American-based police and prison scientist and forensic, clinical, and legal psychologist. A government consultant on matters of forensic-clinical psychological services in the USA; and a former interim associate dean and assistant professor at Broward College, Florida.
Jos5930458@aol.com
