Citronelle High School Performance Appraisal for Officers My And My Ten Year Plan Discussion

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Citronelle High School

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Part 1

The evaluation of law enforcement officers is often a challenge to an organization. Some organizations utilize very extensive evaluation tools and methods; others to a significantly lesser extent.

The Greenfield Police Department requires performance appraisals at the end of each year. The appraisals use a numerical scale to evaluate several broad areas of performance. Categories include knowledge of policies, dependability and productivity. The appraisal forms provide room for optional narratives to explain numeric scores. Supervisors conduct appraisal interviews with their officers before forwarding the appraisals to the appropriate manager.

Detective Sergeant Bilko supervises a Unit which consists of 10 detectives. His detectives consider him a nice guy and a hard worker who often assists them with their cases. Sergeant Bilko is a fishing buddy of several of his detectives. Detective Quick is one of the most talented detectives in the entire county. He takes on the most difficult and complex cases with a remarkable success rate. He is well liked in the community and by fellow officers. He is a credit to the department. Detective Delay does not make nearly the contribution that Detective Quick makes. He spends a good deal of time in several local coffee shops, and his fellow officers often say he missed his calling as a talk show host. Detective Delay is popular and entertaining, but not a great detective. He is usually assigned simple cases and often needs prodding to turn his cases in on time. Sergeant Bilko asks his detectives to complete their own performance appraisal forms before their appraisal interview. He reviews the forms with them during the interviews and seldom questions the ratings. Every year his detectives all receive nearly identical above-average scores. Detective Quick’s performance appraisal score is indistinguishable from Detective Delay’s.

You are a new Bureau Commander, a Division Commander, or a Chief (the titles will vary depending on your department); the issue of the appraisals has been brought to your attention. Performance appraisals are tied to merit raises in your department; failure to receive a sufficient score may have financial consequences. What steps should you take which have impact across your organization to ensure that appraisals reflect the true level of performance being performed by your officers?

Part 2

Your first year as the police chief of the Greenfield Police Department has been a resounding success. When you arrived the department was a traditional crime-fighting organization with a military command structure. Now the department is well on its way to implementing a community policing strategy and a participative management structure. You are confident the department’s mission is in line with the current needs of the Greenfield community. You cross your feet on your desk; clasp your hands behind your head; and take a deep, relaxing breath. You are proud of your leadership and the department’s accomplishments. But then, a troubling thought creeps into your head. What if community policing and participative management are outdated in five years? In ten years? Will the next chief look back at you and wonder why you were entrenched in an antiquated paradigm of policing? Will you be the next generation’s Chief Slaughter? You want to be remembered as an innovator on the cutting edge of modern policing. You sit up in your chair and pull out a note pad. You write across the top, “My Ten Year Plan.”

What is your Ten Year Plan?

Note: you may base your answer to this question on your own organization or Central City; it may reflect current events and anticipation of future needs. You do not need to address changes to your budget in this answer, only changes in policy.

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Explanation & Answer

Attached.

Part 1 – Performance Appraisal for Officers
The prevailing appraisal process is not accurate, as it leads to almost similar performance
score among the different detectives even when it is clear that some are performing way better
than the others. For instance, Detective Quick takes on the most difficult and complex cases and
has a remarkable rate of success, while Detective Delay is assigned simple tasks that he usually
accomplishes after prodding. However, the performance appraisal scores of the two detectives
not distinguishable. As the new Division Commander, I will take a number of steps to ensure that
appraisals show the true level of performance by the officers.
First, I will develop accurate performance measures. In this step, I make sure that
multiple criteria are used to evaluate the officer’...


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