Analysis of Employee’s Longevity and Academic Development in Forensic Science Laboratory

Abstract

This paper presents the detailed analysis of academic development index and longevity among forensic science laboratory (FSL) employees as the key factors for improving organizational performance based on human capital development. The data were collected from human resource database involving 171 (88%) employees out of 195. New mathematical formulations were developed for academic development index A d , a measure of the time delay in academic development while working within FSL, simple longevity (L s) and complex longevity (L c), based on years served and academic certificates attained. The values of A d , L s and L c were compared for different units and departments including zonal laboratories between Y2014 and Y2016. Both total and average values of L s , L c and A d indicated an imbalance in the distribution of staff in different laboratories, necessitating reallocation to improve performance. The employment trend analysis shows that the work force has been diversified from Y2004 to Y2016 leading to improved management of finance, procurement and human resource in the FSL. As a result of a training program, the percent of staff with MSc has been increasing from about 3.5% in Y2004 to 9% in Y2015. The average values of longevity and academic development index were observed to be the better parameters for comparing laboratories or units than the total values. Results show a balanced staff distribution based on L c and A d is inevitable for improved performance. It was concluded that the new indices (A d and L c) are important tools for describing the development of the workforce and competitiveness of the FSL.

Development of a Competitiveness Improvement Framework for Forensic Science Laboratories

“…Analyze implies quantification of the current status, followed by analysis and presentation of the data collected. In this study, data collected on TAT, A b , B g , A d , L c , and T sc were analyzed and presented in understandable format, [5] [14] [25] [44] showing the criticality of current situation and action required. At this point, it is important to establish a need to redesign or re-model the existing conceptual model of the FSL system or there is a specific cause factor that has to be corrected.…”

“…Flow chart for determination of employee absenteeism ratios A bh and A bd (based on 192 total employees). and working life, each individual staff is subjected to academic development and longevity, data of which was captured not only once but at different times (Y2014 and Y2016) for comparison[44]. Successful management of any labora-tory requires a great sense of self-awareness, commitment or engagement and the presence of the staff in the processes where academic development index, A d , and complex longevity, L c , play a vital role in performance and hence, competitiveness of the whole FSL as an organization.…”

“…In addition, identifying the obstacles towards effective performance and resolving those obstacles through continuous monitoring, training and development involvements will create a basis for several administrative decisions, strategic planning, business plans, succession and competence plans, academic development plans, etc. Also, encouraging personal growth and advancement in the career of the employees by helping them in acquiring the desired knowledge and skills may increase the staff performance and hence competitiveness of the FSL[44].…”

Interpol review of forensic management, 2019–2022

“…Quality assurance can be supported in several other ways, many but not all of which are tied to accreditation standards. The following is a non-exhaustive list of quality assurance methods, the details of which can be found either in other sections of this review or in the supporting texts cited: lean six sigma or total quality management approach to improve turnaround time and efficiency [ 11 , 116 , 117 ]; Daku,2019 [ 118 ]; the use of a LIMS or case management system [ 10 , 111 , 119 ]; blind proficiency testing [ 20 , 27 , 30 , 53 , 54 , 108 , 120 ]; improved education or certification of forensic scientists and technicians [ 15 , 20 , [29] , [30] , [31] , 36 , 40 , 52 , 115 , 121 ]; other stakeholders [ 10 , 40 , 58 ]; improvements in organizational culture and stress reduction [ 19 , 23 , 116 , 122 ]; laboratory independence [ 17 , 18 , 52 , 120 ]; effective use of regulation [ 15 , 16 , 31 , 109 ]; improvements in evidence chain of custody and storage [ 10 , 119 , 123 , 124 ]; improvements in crime scene management and testing standards [ 10 , 15 , 125 , 126 ]; and reduction of biases and conflicts of interest [ [15] , [16] , [17] , 20 , 21 , 52 , 53 , …”

Is Overwork Culture a New Normal? Rethinking from Psychological Detachment Perspective.

“…It shows that a company is growing and improving over time. Evidence has proven that high employee longevity shows an organization's work environment is balanced, and employee longevity also means that workload is sustainable for employees over time 22 . Employee Longevity is a positive aspect of an organization and may be affected for many reasons.…”