skip navigation

PUBLICATIONS

Register for Latest Research

Stay Informed
Register with NCJRS to receive NCJRS's biweekly e-newsletter JUSTINFO and additional periodic emails from NCJRS and the NCJRS federal sponsors that highlight the latest research published or sponsored by the Office of Justice Programs.

NCJRS Abstract

The document referenced below is part of the NCJRS Virtual Library collection. To conduct further searches of the collection, visit the Virtual Library. See the Obtain Documents page for direction on how to access resources online, via mail, through interlibrary loans, or in a local library.

 

NCJ Number: 35512 Find in a Library
Title: CAREER LADDER STUDY FOR THE PORTSMOUTH (VA) POLICE DEPARTMENT
Author(s): V LUBANS; R F DART
Corporate Author: Social Development Corporation
United States of America
Date Published: 1976
Page Count: 192
Sponsoring Agency: Social Development Corporation
Hartford, CT 06103
Sale Source: Social Development Corporation
266 Pearl Street, Room 416
Hartford, CT 06103
United States of America
Language: English
Country: United States of America
Annotation: THIS VOLUME PRESENTS THE CAREER DEVELOPMENT SYSTEM THAT WAS DEVISED FOR THE PORTSMOUTH (VA) POLICE DEPARTMENT. ALSO INCLUDED ARE PRESCRIPTIVE JOB DESCRIPTIONS AND A PERFORMANCE EVALUATION METHODOLOGY.
Abstract: 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)
Index Term(s): Career development; Job analysis; Pay rates; Personnel administration; Personnel evaluation; Personnel promotion; Police civilian employees; Police personnel; Virginia
To cite this abstract, use the following link:
http://www.ncjrs.gov/App/publications/abstract.aspx?ID=35512

*A link to the full-text document is provided whenever possible. For documents not available online, a link to the publisher's website is provided. Tell us how you use the NCJRS Library and Abstracts Database - send us your feedback.