The police service has always been the backbone of national security and order in every modern state.
The very existence of a police force signifies the transition from an era of communal justice and fragmented authority to a structured system of public safety.
Before police institutions were formally established, societies relied on informal mechanisms of maintaining order such as village watchmen, community patrols or even the collective vigilance of elders.
Justice was dispensed through community councils, kinship authority or traditional courts. These older systems, though community-based, were highly inconsistent and often led to selective justice or abuse by the powerful. The creation of formal police systems in the 19th Century marked a turning point in modern governance.
Sir Robert Peel’s establishment of the Metropolitan Police Service in 1829 in London, for example, introduced the model of a disciplined, uniformed and State-funded body charged with protecting life and property, preventing crime and preserving public peace. His philosophy was simple yet profound: “The police are the public and the public are the police.”
Since then, policing has evolved to reflect not only enforcement of law but service to the community. Today, the significance of a functioning, motivated police service cannot be overemphasised. The police embody the State’s authority in ensuring safety, justice and stability. They are the first responders in times of danger and the immediate face of government presence at the community level.
A motivated, well-supported police service upholds justice, reduces corruption, enhances trust and encourages citizens to actively cooperate with law enforcement.
Conversely, an unhappy or aggrieved police service creates an environment of fear, indiscipline and eventual social breakdown. Last Saturday, I had the privilege of attending a meeting for junior officers of the Royal Eswatini Police Service (REPS). About 70 officers gathered.
Even if only five had attended, I would not have considered it a failure, for every movement begins with a few determined voices. However, what captured my attention that day was not their number, but the tone, content and emotion of their discussions.
Their meeting was not merely another labour gathering, but it was a window into the soul of the nation’s law enforcement. Beneath their calm uniforms and respectful discipline lay deep frustration, an unease resulting from wage disparities, perceived injustice and institutional neglect.
The officers I spoke to expressed their grievances passionately, though respectfully. They emphasised that their loyalty to the King and the nation remained unwavering. Their concern was not political rebellion, but it was economic fairness and internal justice. They felt betrayed not by the system’s mandate but by the lack of equity and transparency within the system itself.
The two per cent salary increment they recently received was described as an ‘insult’, a symbolic gesture that did little to address their economic struggles. To make matters worse, they alleged that certain high-ranking officials within the service had received disproportionately high increases, contrasting sharply with the modest increments for the majority.
It is reported that one of their superiors allegedly received a 37-per-cent salary hike, creating an ever-widening rift within the ranks.
When money divides a force sworn to serve under one oath, loyalty becomes emotionally strained. When junior officers begin to question the integrity of their superiors, it signals not just internal dysfunction, but an impending institutional fracture.
An unhappy or aggrieved police force carries grave consequences for any nation. Most of the operational policing is executed by junior officers – the constables and sergeants who patrol the streets, respond to emergencies and maintain daily law and order. These officers are the visible custodians of peace, interacting directly with the public more than their senior counterparts. When they feel undervalued, overworked and underpaid, several alarming outcomes can follow.
Emotionally, low morale leads to burnout, depression and reduced professionalism. Operationally, it results in poor response times, increased absenteeism and lapses in judgement. In worst cases, it can manifest in unethical behaviour such as extortion, bribery or abuse of power. A disheartened officer is a potential risk to both the institution and the public.
Global history offers numerous examples of how discontent within police forces has translated into national crises. In Nigeria, for instance, frequent reports of police brutality and corruption have been largely attributed to poor remuneration, inadequate training and lack of welfare. The 2020 #EndSARS movement, which began as a protest against police abuses, eventually evolved into a nationwide uprising against systemic corruption. In Kenya, similar issues have been documented. A 2016 Transparency International report found that the Kenyan Police Service was perceived as the most corrupt institution in the nation, with low salaries and poor living conditions fuelling bribery and misconduct. This issue was also raised at the Mavuso Trade and Exhibition Centre, where the meeting was held.
Closer to home, South Africa has faced its own challenges within the South African Police Service (SAPS). Numerous reports, including those from the Institute for Security Studies (ISS), have highlighted how underpaid and demoralised officers sometimes resort to taking bribes or misusing state resources. When the police officers entrusted with upholding the law turn to corruption, society enters dangerous territory. The law no longer serves justice – it becomes a commodity. Such decay often begins silently, within the unseen frustrations of officers who feel abandoned or mistreated by their leadership. The solution to police discontent lies not in discipline or intimidation, but in leadership that listens, reforms and rewards fairly. Motivating police officers requires a three-pronged approach – fair remuneration, supportive working conditions and transparent institutional governance.
Fair remuneration – Officers must be paid competitive and equitable salaries that reflect the risks, sacrifices and responsibilities inherent in their profession. Economic fairness fosters loyalty. When officers feel they are being rewarded justly, their sense of duty strengthens naturally.
Supportive working conditions – Policing is not merely a job; it is a calling. Officers should be equipped with adequate resources, psychological support, modern technology and sufficient rest. Burnout leads to mistakes that can cost lives.
Transparent governance – Leadership must be transparent about decisions related to promotions, rewards and resource allocations. When the perception of favouritism or nepotism creeps in, unity dissolves. Open communication channels can restore mutual respect and institutional trust.
REPS can draw valuable lessons from transparent and welfare-driven police institutions around the world.
Countries like Sweden, Norway and New Zealand consistently rank among those with low police corruption and high public trust.
Their success lies in creating conditions where police officers feel valued as citizens first, not merely as State instruments. I can bear testimony because I was in Sweden in 2023. Brothers and sisters, understanding the purpose behind the establishment of policing helps us appreciate why we must preserve its integrity. Historically, the absence of organised law enforcement meant that power belonged to those who could wield it.
Crime was managed through community retribution, mob justice or vigilante groups. The strong ruled over the weak, and social order was fragile. The birth of professional policing addressed these dangers by centralising the lawful use of force and embedding accountability through formal structures.
In the African context, colonial systems first introduced structured policing primarily to protect colonial interests. However, post-independence, most African nations transformed their police forces into national institutions tasked with serving citizens rather than rulers.
Eswatini’s own Royal Police Service evolved into an essential part of national security, protecting citizens, enforcing laws and safeguarding public institutions. It is, therefore, disheartening when the moral and institutional fibre that holds such a crucial body together begins to unravel due to financial inequality and neglect.
The Dangers of Ignoring Discontent
If the grievances of junior police officers remain unaddressed, Eswatini risks several dangers. First, public safety could decline. Officers lacking motivation may not engage actively in crime prevention. Second, corruption could take root, as financially strained officers seek alternative income sources through unethical means.
Third, public trust could erode. Citizens cannot rely on a police force they perceive as divided or compromised. Some nations have suffered devastating consequences from similar neglect. In Haiti, for example, years of underfunding and political interference weakened the national police, creating conditions for lawlessness and gang dominance. In Venezuela, Human Rights Watch reported in 2019 that police corruption and extrajudicial killings became rampant amid economic collapse and institutional decay. These examples should serve as cautionary reminders that when the guardians of law lose faith in the system, society itself becomes vulnerable.
Conversely, the benefits of a motivated, transparent and well-compensated police service are evident. A contented police force performs with zeal, professionalism and higher ethical standards. Crime detection rates improve, response times shorten and communities feel safer. Furthermore, transparency within the service reduces corruption, builds trust, and strengthens collaboration between law enforcement and the public.
For the public, the advantages are equally significant. Communities are more likely to cooperate with honest, approachable officers. Public trust in the police fosters civil obedience, reduces crime rates and improves overall national cohesion. When the police and the public share mutual respect, peace becomes more than a policy but becomes a lived reality. It is imperative for the REPS and relevant government authorities to urgently address the grievances raised by junior officers. Dismissing or scapegoating individuals such as Dumisile Khumalo, the Secretary General of the Royal Eswatini Police Staff Association (REPOSA), will not resolve systemic issues. What is needed is genuine dialogue, factual intelligence assessment and decisive reform.
Listening is leadership. The officers’ loyalty to the country is commendable, but loyalty without justice cannot endure indefinitely.
A fair and motivated police service is the foundation of national stability. The disunity currently brewing within the REPS is a red flag that must not be ignored. The country’s peacekeepers are its first line of defence, and they too need protection, I mean protection from neglect, financial inequality and emotional burnout.
If the headquarters and government take swift, earnest action to restore fairness and morale, Eswatini will not only maintain public safety, but also set a regional example of how to manage internal police welfare with compassion and vision. Otherwise, a divided shield may no longer protect the nation when it matters most.
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