THE LACK OF PROPER PERFORMANCE STANDARDS CREATES PROBLEMS FOR POLICE EVALUATORS, BECAUSE THEY USUALLY HAVE NO STANDARDS TO APPLY IN RECOMMENDING PROMOTIONS. A JOB DESCRIPTION TENDS TO BE A GOOD CHECKLIST TO USE IN DETERMINING WHETHER AN OFFICER HAS PROPERLY FULFILLED THE REQUIREMENTS OF HIS POSITION. POLICE LIEUTENANTS AND CAPTAINS WERE ASKED HOW THEY CAN JUDGE AND MEASURE THE PERFORMANCE OF THEIR OFFICERS. THE POINT IS MADE THAT IN MANY DEPARTMENTS, POLICE OFFICERS LOSE COURT CASES BECAUSE OF IMPROPER ARREST AND DETENTION PROCEDURES. IT IS SUGGESTED THAT OFFICERS SHOULD BE PROVIDED WITH INSERVICE TRAINING PROGRAMS TO KEEP THEM UP TO DATE ON THE LATEST REGULATIONS; THERE SHOULD ALSO BE REGULAR REFRESHER COURSES. THE DEPARTMENT CAN THEN IMPOSE A STANDARD REQUIRING THAT 90 PERCENT OF ITS CASES MUST BE UPHELD, AND AN OFFICER'S PERFORMANCE CAN BE EVALUATED BY THIS STANDARD. THE EVALUATING OFFICER SHOULD SIT DOWN WITH EACH OFFICER AND SET PERSONAL STANDARDS FOR EACH YEAR. HE CAN ALSO HELP THE OFFICERS RESOLVE ANY PROBLEMS THEY MAY BE HAVING AND HELP THEM PLAN THEIR PATROL TIME MORE CAREFULLY AND EFFICIENTLY. THE SUPERVISOR SHOULD KEEP AN INCIDENT FILE ON EACH OFFICER WHERE BOTH OUTSTANDING AND POOR ACHIEVEMENTS ARE NOTED TO BE USED IN THE EVALUATIONS. THIS MANAGEMENT-BY-OBJECTIVES APPROACH IS VERY USEFUL IN ESTABLISHING PERFORMANCE OBJECTIVES AND EVALUATING EACH OFFICER. THE EVALUATION SHOULD TAKE THE OFFICER'S VIEWPOINT INTO CONSIDERATION, AND HE SHOULD KNOW IN ADVANCE WHEN HIS EVALUATION IS DUE BECAUSE SUDDEN SURPRISE EVALUATIONS MAY CREATE UNDUE TENSION. IT IS IMPORTANT TO MAINTAIN A GOOD EMPLOYER-EMPLOYEE RELATIONSHIP AT ALL TIMES, AS THIS WILL MAKE FOR A FAIR EVALUATION. AT THE REVIEW SESSION, THE SUPERVISOR SHOULD MAKE EFFORTS TO REDUCE THE TENSION, AND THE ADVANTAGES OF THE REVIEW SHOULD BE DISCUSSED. THE EVALUATOR MUST BE SPECIFIC WHEN CRITICIZING THE OFFICER, SO AS NOT TO GIVE HIM THE WRONG IMPRESSION. IF THE OFFICER'S SUPERVISOR HAS KEPT GOOD WRITTEN RECORDS, HE WILL HAVE EVIDENCE TO RELY ON FOR HIS EVALUATION. A JOB DESCRIPTION, PERFORMANCE STANDARDS, SPECIFIC OBJECTIVES, INCIDENT FILES, AND PLANNING ARE ALL IMPORTANT FACTORS WHICH ARE USEFUL IN MAKING EVALUATIONS OF PERFORMANCES FOR PROMOTIONS. (BAC)