© 2012 Delmar, Cengage Learning Section V Getting the Job Done… Through Others Chapter 16 Measuring Performance: Assessment and Evaluation

© 2012 Delmar, Cengage Learning Evaluation: An Overview To determine –The worth of something –How well individuals are doing within an agency –How the agency itself is accomplishing its mission –Strengths and weaknesses

© 2012 Delmar, Cengage Learning Purposes of Evaluation An objective assessment of how individual officers and managers are performing An objective assessment of teams and units within the department An objective assessment of innovations and training efforts being implemented An assessment of citizen satisfaction Information related to budgets Help defending against lawsuits

© 2012 Delmar, Cengage Learning Forms of Inspections Line inspections Spot inspections Staff inspections

© 2012 Delmar, Cengage Learning Performance Appraisals Performed by managers who provide the most immediate direction of subordinates Purpose is to improve employee performance Promote understanding of individual performance levels, needs, work objectives and standards Provide feedback and suggestions Help in promotions, reassignments, disciplinary actions and terminations

© 2012 Delmar, Cengage Learning Performance Criteria/Standards Allow supervisors to be consistent and fair Should be mission-related, measurable, attainable and practical to monitor Remove personality from ratings Provide basis for objective appraisal with a minimum of inconsistencies Help protect against charges of negligent hiring and training

© 2012 Delmar, Cengage Learning Standards May Include Physical fitness Individual judgment Loyalty, ability and reliability Creativeness and innovation Knowledge of tasks Competence Amount of required management

© 2012 Delmar, Cengage Learning Instruments for Performance Appraisals By-the-numbers evaluation Promotability/assignment factors The prime factor for getting the best results is the supervisor’s fair, impartial and sincere desire to help the employee grow and advance.

© 2012 Delmar, Cengage Learning Common Types of Performance Evaluations Ratings by individual traits or behaviorally anchored rating scales (BARS) Critical incident ratings Group or composite ratings Narrative, essay or description Overall comparison ratings Self-evaluation

© 2012 Delmar, Cengage Learning Performance Appraisal Interviews Help employees do their jobs better Improve individual performance and productivity Recommended twice a year

© 2012 Delmar, Cengage Learning Problems of Performance Appraisals Lack of faith in any appraisal system “Late-inning” results count most The halo or horn effect Inaccurate numerical or forced-choice methods Unfair percentage ratings Rating personality rather than performance Rater bias Rating at the extremes

© 2012 Delmar, Cengage Learning Benefits of Performance Evaluations Employees understanding their jobs Reinforcement of satisfactory performance Correction of substandard performance Critical feedback for supervisors and subordinates Tools to evaluate performance Mutual understanding of needs, work objectives and standards

© 2012 Delmar, Cengage Learning Evaluating the Team How the group works together Effective use of individual skills Competence in addressing community issues Ability to engage the citizenry in addressing local problems Adaptability to change Ability to function as part of the organization Ability to problem solve and reach a consensus on methods to define solutions The quality of solutions produced.

© 2012 Delmar, Cengage Learning Evaluating the Entire Department Outcome measures don’t directly measure the value of the police. Clearance rates are notoriously unreliable and arrest data is also suspect. Evaluation should instead assess –Whether the agency is effective in fulfilling its responsibilities to the community –The value it provides to the community

© 2012 Delmar, Cengage Learning Recognizing Value in Policing Reduce criminal victimization. Call offenders to account. Reduce fear and enhance personal security. Guarantee safety in public spaces. Use financial resources fairly, efficiently and effectively. Use force and authority fairly, efficiently and effectively. Satisfy customer demands/achieve legitimacy with those policed.

© 2012 Delmar, Cengage Learning Evaluating an Agency Internal surveys Accreditation

© 2012 Delmar, Cengage Learning Evaluating Citizen Satisfaction with Services Citizen surveys Focus groups Forums Roundtable discussions

© 2012 Delmar, Cengage Learning Evaluation and Research Descriptive statistics Inferential statistics

© 2012 Delmar, Cengage Learning Challenging the Status Quo Encourage officers to –Think creatively –Tackle public safety issues through innovative problem solving –Question the status quo if necessary