1. Criminal Justice Intro to Security, Instructor Name Date, Semester Chapter 5: PERSONNEL SECURITY THROUGH LEADERSHIP AND ETHICS

2. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Introduction Personnel security involves protection of human beings and protection from individuals who pose threats to others as well as the organization’s physical and information assets. Personnel integrity is the protection of an organization’s most valuable assets: its employees and clients.

3. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Personnel Recruitment and Selection Resume and Application – require both Application instruments should be: – Objective – Uniform – Consistent – Job-task related

4. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Selection/Pre-Employment Screening Process may involve: Pre-employment aptitude, ability, psychological and integrity tests. Appropriate physical agility tests Medical examination. Criminal history, driving record & credit checks consistent with Gramm-Leach-Bliley Act. Legally permissible polygraph examination

5. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Selection/Interview The interview provides an opportunity to observe the candidate’s appearance, demeanor, and response to questions designed to probe the candidate’s knowledge, skills, abilities, honesty, dependability, judgment, and initiative.

6. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Selection/Background Investigation Employment history Credentials Criminal and credit history References Visit and interview co-workers and neighbors, if possible

7. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Negligent Hiring and Retention Results in losses due to: Theft High attrition rates Increased insurance claims and premiums Vicarious liability Negligent hiring lawsuits

8. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Negligent Hiring Liability Elements include: Person was an employee Employee was unfit Employer knew or should have known Plaintiff was injured by the employee Employer owed a duty of care to the plaintiff Hiring of the employee was the proximate (legal) cause of the injury to the plaintiff

9. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Negligent Retention Elements include: Employee was hired Employer became aware Employer retains the employee, knowing the risk Plaintiff’s injurious contact was connected with employment Plaintiff was injured during the contact

10. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Negligent Hiring and Retention Employer liability extends beyond the employment relationship. For references, provide dates of employment only. Liable if a positive reference provided, despite knowledge that the person is a potential threat.

11. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Personnel Management Appropriate recruitment and selection procedures represent only the initial steps in the personnel security and management cycle.

12. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Training and Scheduling Employee training falls into three broad categories: –Pre-service training –In-service training –Career enhancement: personal and professional development Employee scheduling is based according to need.

13. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Supervision and Leadership Leadership should not be confused with supervision. Leadership occurs anytime one attempts to motivate, influence, or mobilize an individual or group. Leadership is every employee’s responsibility. Supervision involves directing people toward organizational goals.

14. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Supervision and Leadership (cont.) Transactional vs. transformational leadership Leaders are not born, they are developed. Leadership skills can be acquired or modified extensively through learning.

15. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Motivation and Management What motivates others depends on the culture and the circumstances. Maslow’s Hierarchy of Needs –Self-actualization –Esteem –Affiliation –Security –Physiological

16. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Behavioral Assumptions and Leadership Style Douglas McGregor’s Theories X and Y William Ouchi’s Theory Z Blake and Mouton’s Managerial Grid Hersey and Blanchard’s Situational Leadership Path-Goal Leadership

17. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Performance Appraisal Designed to enhance performance Include: Supervisor evaluation Employee self-evaluation Client evaluation of employee, if possible

18. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Promotion To fill job vacancies Reward Morale booster Incentive for employees to perform better

19. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Discipline Primary purpose of disciplinary action is to improve performance and behavior rather than punish or seek revenge Uniformly applied progressive discipline system works best

20. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Discipline (cont.) Progressive discipline sequence: Verbal warning Verbal warning noted in employee’s record Written reprimand Suspension Demotion or termination

21. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Discipline (cont.) Create a written policy that addresses uniform standards of behavior. Failure to discipline can result in more damage and civil liability.

22. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Human Resource Policies and Procedures At a minimum, policies should address: –Substance abuse –Grievances –Sexual harassment Policies and procedures must be applied consistently.

23. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Employer/Employee Relations Laws Most laws address prospective, current and former employee civil rights. Focus on wages/salaries, retirement, working conditions, discrimination, health, safety, privacy, drug use, polygraph exams, insurance

24. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Employee Retention Begins with policies and open lines of communication to ensure realistic expectations Orientation to the new employee’s work environment Training of new employee

25. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Personnel Integrity Ethics involves moral principles and focuses on the concept of right and wrong and standards of behavior. Ethics is based on moral standards (values). Code(s) of Ethics

26. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Personnel Integrity (cont.) Ethical standards dictate behavior when law or precedent that may prescribe behavior does not exist.

27. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Personnel Integrity (cont.) Ethical problem areas: Corruption Discrimination Violation of rights to privacy Violation of rights under the Constitution Negligence

28. © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Personnel Integrity (cont.) Use of excessive force Uncivil conduct Violation of organizational policies or procedures Violations of the professional code of ethics