SECURITY POLICE OFFICER AND SECURITY POLICE STAFF OFFICER UTILIZATION FIELDS - OCCUPATIONAL SURVEY REPORT

• NCJ Number: 57868
• Author(s): L J TAUSCHER
• Editor(s): H W RUCK
• Date Published: 1977
• Length: 106 pages
• Corporate Author: US Dept of the Air Force
• Sale Source: National Technical Information Service
• Language: English
• Country: United States of America

Annotation

THIS OCCUPATIONAL SURVEY OF 680 SECURITY POLICE IN THE U.S. AIR FORCE WAS CONDUCTED IN 1976 TO ANALYZE JOB STRUCTURE, I.E., THE GROUPING OF SIMILAR JOBS IN TERMS OF TASKS PERFORMED.

Abstract

AN ESSENTIAL ASPECT OF JOB ANALYSIS IS THE STRUCTURING OF CAREER PERSONNEL ACCORDING TO MEANINGFUL CATEGORIES. STATISTICAL CLUSTERING CAN BE USED TO GROUP PERSONNEL IN TERMS OF TIME SPENT ON SIMILAR TASKS. IN ANALYZING CAREERS OF SECURITY POLICE IN THE U.S. AIR FORCE, FOUR CLUSTERS WERE IDENTIFIED: (1) COMMANDER OR DIRECTOR OF SECURITY POLICE SERVICES, (2) SHIFT SUPERVISOR, (3) OPERATIONS SECURITY OFFICER, AND (4) STAFF OFFICER. INDEPENDENT JOB TYPES WERE ADMINISTRATIVE SECURITY OFFICER, VEHICLE CONTROL OFFICER, SQUADRON COMMANDER, AIRCRAFT SECURITY SUPERVISOR, LAUNCH SECURITY AND MISSILE CONVOY OFFICER, AND TRAINING OFFICER. INDEPENDENT JOB TYPES ACCOUNTED FOR APPROXIMATELY 10 PERCENT OF THE 680 SECURITY POLICE; THE REMAINING SECURITY POLICE FELL INTO THE FOUR CLUSTERS. TASKS PERFORMED (TECHNICAL, SUPERVISORY, AND MANAGERIAL) VARIED ACCORDING TO OFFICER TYPE AND PAY GRADE, TIME IN CAREER FIELD, AND TOTAL COMMISSIONED SERVICE TIME. AT HIGHER GRADES AND TIME IN SERVICE LEVELS, THE PERCENTAGE OF TIME SPENT PERFORMING SUPERVISORY AND MANAGERIAL TASKS WAS GREATER. CONVERSELY, LESS TIME WAS SPENT PERFORMING TECHNICAL SECURITY POLICE TASKS. FOR SOME ADJACENT PAY GRADE GROUPS, DIFFERENCES IN TIME SPENT ON TASKS WERE MINIMAL. COMPARISONS WERE MADE OF VARIOUS SPECIAL GROUPS (CONTINENTAL UNITED STATES VERSUS OVERSEAS, MALE VERSUS FEMALE, AND AMONG MAJOR COMMANDS), BUT NO MAJOR DIFFERENCES WERE FOUND EXCEPT FOR COMMAND-SPECIFIC WEAPON SYSTEM SECURITY PERSONNEL. IT IS RECOMMENDED THAT TRAINING FOR SECURITY OFFICERS BE TAILORED TO MEET THE NEEDS OF SPECIFIC ASSIGNMENTS AND THAT FOLLOWUP TRAINING INVOLVE THE TEACHING OF TASKS PERFORMED EXCLUSIVELY BY HIGHER-LEVEL PERSONNEL. SPECIAL EXPERIENCE INDICATORS MAY BE USEFUL IN TRACKING VARIOUS JOB PROGRESSION PATHS OF PERSONNEL, AS WELL AS A MORE COMPLEX SET OF SPECIALTY CODES TO FACILITATE THE IDENTIFICAION OF SPECIFIC SKILL LEVELS REQUIRED FOR VARIOUS LEVELS OF SECURITY POLICE MANAGEMENT. SUPPORTING SURVEY DATA ARE PROVIDED THROUGHOUT THE REPORT AND IN APPENDIXES. (DEP)