NCJ Number
70481
Journal
Police Journal Volume: 53 Issue: 3 Dated: (July-September) 1980) Pages: 266-271
Date Published
1980
Length
6 pages
Annotation
This Canadian article deals with the philosophy behind police personnel evaluations, the conduct of evaluation interviews, and the types of evaluations.
Abstract
While personnel evaluation procedures are necessary to locate and develop personnel for upgrading, their objectives should also include improved morale, better police service, and improved community attitudes. Prior to the evaluation interview, all aspects of the supordinate's performance should be evaluated. The evaluation should be considered as tentative until the interview phase is completed, and until both supervisor and subordinate have each appraised the subordinate's performance and worked out a performance and development plan. A rating system can provide a positive incentive for employees while yielding information which could be useful for managerial decisionmaking. The following types of evaluation systems are utilized: (1) In the rank order system, all employees are considered in relation to each other and are listed in order of competence. This system is useful for fewer than 20 employees, and ratings are based on precise criteria. (2) The forced distribution system considers all employees in relation to each other, and usually each is placed into one of three groups which represent levels of competence. This system is useful for large groups, and precise distinctions are not made. (3) The graphic system (or specific trait rating) fits each employee into a level of graduation for each trait described. Ratings are based on individual traits and indicate the employees' strengths and weaknesses. This system is useful for groups of any size. (4) In the numerical or percentage system, each employee is fitted into a particular numerical value for each trait. This system is useful for groups of any size, and ratings show individuals' strengths and weaknesses. And (5) in the factor-point scoring system, each employee is rated according to well defined, numerically-weighted degrees of traits. Job related factors are defined, and minimum standards are established. The system is useful for any group size, and the definition of traits and degrees permits uniformity of understanding. A bibliography with 14 citations and footnotes are included.