Appraising the performance of police patrol officers: The Florida experience

Gianakis, Gerasimos A.

doi:10.1016/0047-2352(92)90077-m

Cited by 6 publications

(2 citation statements)

References 27 publications

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“…Some of these measures include adaptability or how well the new officer fits in with the new squad and environment, proper care of equipment such as the take-home vehicle and firearms, acclimation to areas within the officer's zone, interaction with internal customers or other officers and civilian employees, following proper radio procedures, adequacy of written reports, officer safety with respect to subjects and suspects, and adherence to agency standards regarding the appropriate use of force. A comparison of the TPD instrument with performance appraisal inventories used in 76 Florida law enforcement agencies (Gianakis, 1992(Gianakis, , 1994 indicates the contents are representative of assessment devices in vogue throughout the state.…”

Section: The Evaluation Processmentioning

confidence: 99%

Post-FTO Performance Evaluations of Rookie Police Officers

Doerner

Hunter

2006

Journal of Ethnicity in Criminal Justice

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The literature surrounding the Field Training Officer (FTO) program examines how police recruits navigate post-academy on-the-job training, the reactions these novices have, and how these fledgling officers assess their training experience. Absent from this literature is any consideration of how new officers perform after graduation from the FTO program. The present study examines 347 monthly evaluations issued by immediate supervisors for 66 rookies at the Tallahassee (FL) Police Department. An analysis of scores registered in 18 areas over the first six months after FTO completion determines that race and sex of the sergeant and officer exhibit a statistical influence on grading practices. While these effects do not appear to taint the transition from probationary to full employment status, long-term ramifications are explored.

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Section: The Evaluation Processmentioning

confidence: 99%

Post-FTO Performance Evaluations of Rookie Police Officers

Doerner

Hunter

2006

Journal of Ethnicity in Criminal Justice

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“…That is, although police organizations constantly seek better ways to evaluate employee performance (Kane et al, 1995) and several studies have examined the appropriateness of different rating scale formats for police officer appraisal (e.g. Gianakis, 1992;Landy et al, 1976;Tziner et al, 2000), the extent to which police organizations actually apply available research knowledge in their appraisal practices remains to be seen.…”

Section: Performancementioning

confidence: 99%

Police officer performance appraisal systems

Coutts

Schneider

2004

Policing: An International Journal of Police Strategies &Amp; Management

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Constables, sergeants, and staff sergeants (n ¼ 393) representing 15 municipal Canadian police departments completed a survey in which they reported about their organizations' performance appraisal practices. In general, the officers' responses suggested that their organizations' performance appraisal systems were deficient with respect to well-established key components of performance appraisal. Most officers indicated that they, for example, had little or no opportunity for input, did not receive informal feedback on a regular basis, received evaluations that were based on personal traits (as opposed to performance criteria), and their appraisals did not to lead to improved job performance or the identification of career development objectives. Also, the vast majority of officers indicated that supervisors received little or no training. In addition to emphasizing the need for improved supervisor training, the discussion focused on the negative consequences of inadequate performance appraisal at the individual level (e.g. employee development) and the organizational level (e.g. poor utilization of resources and undermining other systems and organizational change strategies).Performance appraisal is one of the most problematic components of human resource (HR) management (e.g. Allen and Mayfield, 1983; Heneman, 1975). All involved parties -supervisors, employees, and HR administratorstypically are dissatisfied with their organization's performance appraisal system (Smith et al., 1996) and view the appraisal process as either a futile bureaucratic exercise or, worse, a destructive influence on the employee-supervisor relationship (e.g. Momeyer, 1986). This is certainly true of police organizations, at least in the USA, wherein surveys typically reveal widespread dissatisfaction with the appraisal process (Huber, 1983;Walsh, 1986). Despite these indictments, managers are reluctant to abandon performance appraisal which they still regard as an essential tool of HR management (Meyer, 1991).Much has been written about the circumscribed purposes served by formal performance appraisal, including its use as the basis for both personnel decisions and personal development feedback to employees. Moreover, performance appraisal is a vital component of a broader set of human resource practices; it

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Patrol officer performance appraisal: Problems and prospects

Gianakis

1994

AJCJ

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Appraising the performance of police patrol officers: The Florida experience

Cited by 6 publications

References 27 publications

Post-FTO Performance Evaluations of Rookie Police Officers

Post-FTO Performance Evaluations of Rookie Police Officers

Police officer performance appraisal systems

Patrol officer performance appraisal: Problems and prospects

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