NCJ Number
205899
Journal
Policing: An International Journal of Police Strategies & Management Volume: 27 Issue: 1 Dated: 2004 Pages: 67-81
Date Published
2004
Length
15 pages
Annotation
This study surveyed a broad sample of Canadian constables, sergeants, and staff sergeants to determine their perceptions of the degree to which their organizations' performance appraisal systems included those factors recognized to be important components of the performance appraisal process, as well as to explore their assessments of their own appraisals and their organizations' performance appraisal systems.
Abstract
Study participants included 393 police officers from 15 large municipal police departments in Canada; and 7 of the 10 Canadian Provinces were represented by at least 1 police department. The survey questionnaire measured participants' views on various aspects of the performance appraisal systems in their organizations and their perceptions of their own performance. The majority (82.2 percent) of the respondents indicated their appraisals were either frequently or always based on the assessment of personal traits. In contrast, only 53.2 percent reported that work-related results either frequently or always were the basis of their appraisals. A similar percentage reported that work-related behaviors were typically considered in the appraisal process. Respondents were also queried about their opportunity for input in the performance appraisal, their perceived impact and benefits of the appraisals, and their perceptions of their individual appraisal and performance. Overall, the survey results show that despite the prevalence of knowledge of the factors that are related to the success of appraisal systems, these factors are not accorded sufficient importance in police performance appraisals in the municipal police departments in Canada; therefore, it is not surprising that most officers did not consider their appraisals of substantial assistance in clarifying performance standards and expectations, establishing performance goals, and identifying career development objectives and performance. Fully two-thirds of the respondents reported that the appraisal system had, at best, only a negligible impact on subsequent job performance. The results suggest that police supervisors receive very little training in performance appraisal. Effective training should be conducted based on proven standards in this field. 5 tables and 43 references