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This detailed and comprehensive book on performance evaluation will provide employers with a resource for developing and implementing a results-based approach to the evaluation of employee work performance. The goal of this book is to fill the gap that exists between what evaluation program designers have been offering in the way of evaluation systems for the last half of this century and what employers, employees and courts need and expect. To briefly describe the system, performance is defined as the objectively measurable result of having performed to standard. Employees are viewed as being highly capable and productive at the beginning of the rating cycle (Theory Y). Accordingly, they are given the best possible rating score attainable in the system - a zero. The zero signifies that they have no uncorrected performance deficiencies. Jobs are analyzed to determine the results that the performer is expected to accomplish. To ensure quality, these results are tracked and measured on a regular basis (e.g., monthly). As long as employees accomplish the expected results, they will maintain their zero evaluation scores (Z-score). Should an employeeÂ’s performance fail to meet standards, problem solving is initiated to determine the source of the problem and, if possible, to help the employee achieve standards. The intervention is documented and an improvement plan is developed. The time and costs associated with the improvement efforts are tracked. As long as employees are capable and willing to correct identified deficiencies, they are given the opportunity to do so without affecting their evaluation scores. Only when employees fail to correct their deficiencies are their evaluation scores affected. The investment costs in development efforts are totaled to form the employee's final evaluation score - the Z score. The lower this score, the better will be the final rating. It will be of primary use to the human resources professional in law enforcement with between 15,500 employees, and it will provide the necessary expertise in research and development that will save these individuals hundreds of hours in self-developing their own system from scratch. The book consists of eight chapters. The appendices contain model forms, instruments, and sample rating measures. Additionally, instructions for developing a template for generating rating scores and reports is included.
Police performance appraisal is one of the most important components of law enforcement management affecting the quality of the services a department delivers as well as the satisfaction of its employees. Therefore, it is crucial that the performance appraisal process is conducted in an effective and equitable manner. Police Performance Appraisals:
Police performance appraisal is one of the most important components of law enforcement management affecting the quality of the services a department delivers as well as the satisfaction of its employees. Therefore, it is crucial that the performance appraisal process is conducted in an effective and equitable manner. Police Performance Appraisals:
This journal article is based on the technical report with the same title. The nature and causes of police misconduct and other problem behavior among police officers are analyzed, and strategies are recommended for police management in the future to assure that the public receives professional police services delivered by motivated and capable police officers who are resistant to inclinations that may lead to dysfunction. Based on interviews and forecasts of trends and events, the analysis indicated that cynicism, alienation, anomie, and lack of ethics are among the causes of dysfunctional tendencies that emerge during the police officer's tenure. Law enforcement agencies have traditionally pursued a reactive approach to dealing with dysfunctional police officers, relying on citizen and internal complaints to identify such officers and responding by transferring them to unattractive assignments, providing retraining or counseling based on liability concerns, or terminating them. The failure to respond more effectively could result in greater challenges to traditional law enforcement, greater public interference in the operation of the police agency, and increasing liability and personnel costs. The proposed policy would involve early identification to conditions professionally determined to indicate emerging dysfunctional inclinations and would include the family in recognition that it is the police officer's main support group. Psychological testing and performance assessment every 2 years would be the two main elements of this policy.