Date of Award

1998

Document Type

Thesis

Degree Name

Master of Business Administration

First Advisor

Betty LeMasters

Second Advisor

Charlene Engleking

Third Advisor

John Knoll

Abstract

This thesis will examine the development of American police management practices and organizational structure from its inception during the eighteenth century to the present. The organizational structure and management philosophy will be discussed concerning the influence they have on police officer performance appraisal.

Private sector business organizations have undergone monumental changes in management philosophy during the past twenty years. Most successful enterprises have shifted to a form of quality management that recognizes the benefits of employee participation in management programs. With emphasis on customer service, quality, process improvement, and human resource management American businesses are regaining their leadership role in the world economy. These organizations were motivated from reduced sales and the prospect of economic failure if change did not occur. Research of lessons learned in the redesigning of private sector performance appraisal will be reviewed with an eye toward adaptation to public sector policing.

The process of performance appraisal, in the private sector, should not vary significantly from that of the public sector. That statement assumes the process used is sound and if that is correct the only variable from the private to the public sector should be the skills measured in individual jobs performed. Conversely, unsound processes, it is reasoned, will fail in any work environment private or public.

Today, the forces of change are sweeping the American policing model as new philosophies emerge changing the manner in which service is provided. The past ten years have witnessed the advent and rapid proliferation of Community Oriented Policing. This widely popular philosophy has redefined the traditional role of the police officer.

Within this time of change, the process of police performance appraisal will be examined. The changing role of the police officer will be further defined and the essential skills required to perform within an agency practicing community oriented policing identified. These new skills will be incorporated into a performance appraisal process that will include the necessary documents and a supervisory guide for administering it. The process presented is intended to bridge the practices and processes of the past performance appraisal systems to expanded job requirements of today. Through this action it is hoped that the appraisal process will more accurately and completely measure police performance.

The supervisory guide will incorporate Behavioral Anchored Rating Scales (BARS), designed to assist the supervisor in classifying job behavior. The forms and scales used for measuring performance are designed to lend themselves to statistical analysis for further evaluation and revision as required.

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