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NCJ Number: 48568 Find in a Library
Title: RANK AND SALARY ALTERNATIVES FOR CONTEMPORARY AMERICAN POLICE DEPARTMENTS
Journal: LAW AND ORDER  Volume:26  Issue:5  Dated:(MAY 1978)  Pages:52-54,56,60,62
Author(s): C L QUARLES
Corporate Author: Copp Organization, Inc
United States of America
Date Published: 1978
Page Count: 7
Sponsoring Agency: Copp Organization, Inc
New York, NY 10018
Format: Article
Language: English
Country: United States of America
Annotation: FOLLOWING A REVIEW AND CRITIQUE OF CURRENT RANK AND SALARY INCENTIVES IN AMERICAN POLICE DEPARTMENTS, A NUMBER OF ALTERNATIVES WHICH MAY INCREASE MORALE AND MOTIVATION ARE EXAMINED.
Abstract: CURRENT INCENTIVES IN POLICE WORK ARE PRIMARILY VERTICAL AND RESERVED FOR INDIVIDUALS PURSUING POLICE MANAGEMENT CAREERS. VERY FEW INCENTIVES EXIST FOR HORIZONTAL DEVELOPMENT. CONSEQUENTLY, THE MOST TALENTED AND AMBITIOUS INDIVIDUALS ARE STEERED INTO MANAGEMENT POSITIONS WITH THE EFFECT OF REDUCING THE QUALITY OF PERSONNEL IN BASELINE POSITIONS. NARROWLY CLASSIFIED ROLE OBJECTIVES OFTEN SERVE TO LIMIT MOTIVATION, INITIATIVE, AND MORALE WITHIN THE DEPARTMENT. LAW ENFORCEMENT LOSES MANY GOOD EMPLOYEES AS A RESULT OF CAREER AND SALARY LIMITATIONS. CHANGES IN OPERABLE RANK AND POSITION OPPORTUNITIES SHOULD FUNCTIONALLY INCREASE MOBILITY, MORALE, TENURE, AND JOB SATISFACTION. AN EMPHASIS ON INTRINSIC REWARDS FROM THE NATURE OF THE WORK CAN BEST ENHANCE JOB PERFORMANCE. DUAL LADDER CLASSIFICATION SYSTEMS ARE THOSE WHICH INVOLVE THE SIDE-BY-SIDE EXISTENCE OF A REWARD SYSTEM OF PROGRESSIVELY INCREASING AUTHORITY OVER GREATER NUMBERS OF EMPLOYEES WITH A REWARD SYSTEM INVOLVING SUCCESSIVELY HIGHER SALARIES, STATUS TITLES, AND MORE RESPONSIBLE ASSIGNMENTS. SUCH A SYSTEM IS A FAILURE IN MANY DEPARTMENTS BECAUSE IT EVENTUALLY FORCES EFFECTIVE STREET OFFICERS INTO SUPERVISORY ROLES WHICH MAY NOT BE DESIRED BY THE INDIVIDUAL. TEAM POLICING INVOLVES BROADLY PREPARING AND CONTINUALLY TRAINING POLICE GENERALISTS. IT ALSO INVOLVES DECENTRALIZATION OF AUTHORITY, RESPONSIBILITY, AND DECISIONMAKING. WHILE TEAM POLICING WORKS WELL IN MANY SITUATIONS, IT REQUIRES A HIGH LEVEL OF PROFESSIONALIZATION FOR ACCEPTABLE PERFORMANCE OF DUTIES. THE TRIPARTITE SYSTEM INCLUDES THREE DIMENSIONS FOR PROMOTIONAL OPPORTUNITY: ADVANCEMENT IN OCCUPATIONAL PATHS OF MANAGEMENT, STREET WORK, AND PARAPROFESSIONAL WORK (SYSTEMS ANALYSIS, LEGAL ADVICE, COMPUTER OPERATION ETC.). THE PATROL INCENTIVE PLAN IS AN ALTERNATIVE INVOLVING STATUS REWARDS IN THE FORM OF AN INSIGNIA TO BE WORN AS PART OF THE UNIFORM. PROVISION OF MULTIPLE PAY GRADES WITHIN BASIC RANKS, ACCOMPANIED WITH INCREASED RESPONSIBILITIES AND CHALLENGES, IS A METHOD WHICH PREVENTS LOSS OF EFFECTIVE OFFICERS TO SUPERVISORY OR SPECIALIST POSITIONS. FINALLY, THE 1968 PRESIDENTIAL COMMISSION PLAN IDENTIFIES THREE TYPES OF FUNCTIONING POLICE OFFICERS: COMMUNITY SERVICE OFFICERS, POLICE OFFICERS, AND POLICE AGENTS. IT IS CONCLUDED THAT IF OCCUPATIONAL BURNOUT IS TO BE AVOIDED, INNOVATIVE RANK, SALARY, AND AGENCY CHANGES WHICH REWARD COMPETENCE IN BOTH MANAGEMENT AND TECHNICAL SKILLS WILL BE NEEDED. (JAP)
Index Term(s): Incentive systems; Morale; Motivation; Occupational mobility; Pay rates; Personnel administration; Personnel promotion; Personnel rank structure; Personnel retention; Police attitudes; Police management; Police personnel; Professional recognition; Role perception; Turnover rates; Work attitudes
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