THE NATIONAL ADVISORY COMMISSION ON CRIMINAL JUSTICE STANDARDS AND GOALS RECOMMENDED THAT, 'EVERY POLICE AGENCY SHOULD IMMEDIATELY IMPLEMENT FORMAL PROGRAMS OF PERSONNEL DEVELOPMENT'. THE FIRST STEP IN DOING THIS IS TO ANALYZE ALL THE JOBS, SWORN AND UNSWORN, IN THE DEPARTMENT, AND THEN TO RATE THEM ACCORDING TO THE SKILLS AND ABILITIES REQUIRED FOR THEIR SATISFACTORY PERFORMANCE. THE EFFORT REPORTED IN THIS CAREER LADDER STUDY DIFFERENTIATES THE POLICE FUNCTIONS BOTH HORIZONTALLY AND VERTICALLY. THAT IS, THE HORIZONTAL STRUCTURE IDENTIFIES MAJOR FUNCTIONAL AREAS - IN THIS CASE, ADMINISTRATION, COMMUNITY SERVICES, AND LAW ENFORCEMENT. THE VERTICAL STRUCTURE ACCOUNTS FOR DIFFERING LEVELS OF RESPONSIBILITY, I.E., EXECUTIVE MANAGEMENT, PROFESSIONAL/MANAGEMENT, COORDINATIVE, SUPERVISORY/TECHNICAL, BASIC, AND SUPPORT. BY DEFINING THESE LEVELS OF RESPONSIBILITY AND ANALYZING THE TYPES OF JOBS ACCORDING TO THE DEFINITIONS, A PAY SCALE THAT IS CONSISTENT ACROSS THE DIFFERENT FUNCTIONAL AREAS CAN BE SET UP. THE VERTICAL DIFFERENTIATION PROVIDES A CLEARLY DEFINED GOAL FOR THE EMPLOYEE WHO ASPIRES TO A BETTER PAYING, MORE RESPONSIBLE POSITION. ANOTHER PROBLEM LARGELY ELIMINATED BY THIS STRUCTURING IS THAT OF OVERLAPPING PAY SCALES, UNDER WHICH AN EMPLOYEE COULD ACTUALLY EARN MORE THAN HIS SUPERIOR. A PERFORMANCE EVALUATION METHODOLOGY IS ALSO INCLUDED THAT COMBINES A TRAITS RATING SCALE WITH A CRITICAL INCIDENT EVALUATION AND PAIRS THIS COMBINATION WITH SPECIFIC JOB RESPONSIBILITIES. THIS WAS DONE TO PROVIDE AN OBJECTIVE PERFORMANCE EVALUATION MEASURE. (SNI ABSTRACT)