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MEASUREMENT SYSTEMS AND ORGANIZATIONAL GOALS IN A LARGE METROPOLITAN POLICE DEPARTMENT

NCJ Number
53761
Journal
Police Studies Volume: 1 Issue: 4 Dated: (DECEMBER 1978) Pages: 39-45
Author(s)
S W NADEL
Date Published
1978
Length
7 pages
Annotation
THE EFFECTS OF THE RECORDKEEPING, PRODUCTIVITY MEASUREMENT, AND PERFORMANCE EVALUATION PRACTICES OF A LARGE METROPOLITAN POLICE DEPARTMENT ON THE DEPARTMENT'S GOALS ARE EXAMINED.
Abstract
THE STATED GOALS OF AN ORGANIZATION MAY NOT ACTUALLY REPRESENT THE ORGANIZATION'S FOREMOST CONCERNS. ONE GOOD INDICATOR OF AN ORGANIZATION'S TRUE FOCUS CAN BE OBTAINED BY ANALYZING THE SYSTEMS THAT HAVE BEEN DEVISED FOR MEASURING AND EVALUATING PERFORMANCE WITHIN THE ORGANIZATION. THE POLICE DEPARTMENT STUDIED HAS DEVELOPED A MONUMENTAL RECORDING SYSTEM. TWO COMPONENTS OF THIS SYSTEM--PRODUCTIVITY AND PERFORMANCE EVALUATION--ARE EXAMINED. PRODUCTIVITY MEASURES ARE BASED ON TWO UNITS OF ANALYSIS--THE OFFICER AND THE INCIDENT. THE FORMER INCLUDES REPORTS ON INDIVIDUAL OFFICERS, SQUADS, PRECINCTS, DIVISIONS, AND THE ENTIRE DEPARTMENT; SOME ARE TAKEN DAILY, OTHERS MONTHLY AND/OR YEARLY. INCIDENT REPORTS ARE BASED ON EACH INDIVIDUAL OCCURRENCE OR CRIMINAL ACT. PERFORMANCE EVALUATIONS ARE REPORTED ANNUALLY FOR EVERY OFFICER AND CIVILIAN EMPLOYEE REGARDLESS OF RANK. AN EXAMINATION OF THE FUNCTIONS SERVED BY DAILY LOGS, MONTHLY ACTIVITY REPORTS, AND OTHER RECORDS REVEALS THAT, ALTHOUGH THE DEPARTMENT ESPOUSES THE PRIORITY OF THE SERVICE FUNCTION (RESOLUTION OF DISPUTES, ASSISTANCE TO CITIZENS, ETC.), THE MEASUREMENT SYSTEM REFLECTS AN EMPHASIS ON THE TASKS OF EFFECTING ARRESTS AND METING OUT SUMMONSES. DEPARTMENTAL PUBLICATIONS AND OFFICIAL PERFORMANCE EVALUATION FORMS STRESS THE SERVICE ROLE, BUT SERVICE ACTUALLY IS NOT AN IMPORTANT FACTOR IN THE DETERMINATION OF DEPARTMENTAL REWARDS AND SANCTIONS. REGARDLESS OF WHAT THEY ARE TOLD ABOUT THEIR RESPONSIBILITIES, OFFICERS KNOW WHICH ACTIVITIES ARE BEING REVIEWED AND ADJUST THEIR EFFORTS ACCORDINGLY. POLICE DEPARTMENTS HAVE HAD TO RESORT TO THE STRATEGY OF IMAGE MANIPULATION BECAUSE THEY HAVE BEEN UNABLE TO ACCOMPLISH THEIR SELF-PROCLAIMED GOALS. WITHIN THE DEPARTMENTS, INDIVIDUAL OFFICERS FIND THEMSELVES IN A COMPARABLE POSITION. THEY MUST MANIPULATE THEIR IMAGES, CATERING TO THE DEPARTMENTAL MEASUREMENT SYSTEM IN ORDER TO APPEAR PRODUCTIVE. A BIBLIOGRAPHY IS INCLUDED. (LKM)

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