NCJ Number
88287
Date Published
1982
Length
33 pages
Annotation
This chapter describes the organization of police personnel management, personnel recruitment and retention, training, personnel development, interpersonal relations, safety and accident prevention, and labor-management relations.
Abstract
A comprehensive police personnel program should include (1) recruitment and selection of employees on a merit basis, (2) training programs at both recruit and inservice levels, (3) a promotion program, (4) an equitable system of evaluating job performance, (5) job classification, (6) salary plan administration, (7) a comprehensive plan for conditions of service, (8) an employee relations program, (9) safety program, (10) medical insurance programs, (11) a retirement program, and (12) a labor-management relations program. In medium-sized and large cities, a central citywide personnel agency usually coordinates personnel administration throughout the jurisdiction. The major types of central personnel agency are the independent civil service commission and the central personnel department. Most successful recruiting efforts have two major components: occupational benefits that compare favorably with other occupations in the local labor market and the attraction of an organization characterized by high morale. Training includes recruit training, inservice and specialized training, management training, outside programs, and educational incentives. Personnel development programs may include career counseling, the use of nonsworn personnel, job analysis, and the use of an assessment center. In the area of labor-management relations, police administrators must become knowledgeable about the history of labor relations, the organization and function of unions, methods of dealing with organizing efforts, techniques of negotiating, contract administration, and methods of handling disputes and strikes. Twenty-seven footnotes are listed.