This detailed and comprehensive book on performance evaluation will provide employers with a resource for developing and implementing a results-based approach to the evaluation of employee work performance. The goal of this book is to fill the gap that exists between what evaluation program designers have been offering in the way of evaluation systems for the last half of this century and what employers, employees and courts need and expect. To briefly describe the system, performance is defined as the objectively measurable result of having performed to standard. Employees are viewed as being highly capable and productive at the beginning of the rating cycle (Theory Y). Accordingly, they are given the best possible rating score attainable in the system - a zero. The zero signifies that they have no uncorrected performance deficiencies. Jobs are analyzed to determine the results that the performer is expected to accomplish. To ensure quality, these results are tracked and measured on a regular basis (e.g., monthly). As long as employees accomplish the expected results, they will maintain their zero evaluation scores (Z-score). Should an employeeÂ’s performance fail to meet standards, problem solving is initiated to determine the source of the problem and, if possible, to help the employee achieve standards. The intervention is documented and an improvement plan is developed. The time and costs associated with the improvement efforts are tracked. As long as employees are capable and willing to correct identified deficiencies, they are given the opportunity to do so without affecting their evaluation scores. Only when employees fail to correct their deficiencies are their evaluation scores affected. The investment costs in development efforts are totaled to form the employee's final evaluation score - the Z score. The lower this score, the better will be the final rating. It will be of primary use to the human resources professional in law enforcement with between 15,500 employees, and it will provide the necessary expertise in research and development that will save these individuals hundreds of hours in self-developing their own system from scratch. The book consists of eight chapters. The appendices contain model forms, instruments, and sample rating measures. Additionally, instructions for developing a template for generating rating scores and reports is included.

This book describes Zero-Base (Z-Base), a system that objectively measures and rates police performance, determines if improvement is needed, and evaluates improvement. This system is based on the premise that all employees deserve a good evaluation score, and are guaranteed that they will receive one at the end of the evaluation cycle -- unless they have a performance problem and cannot or will not fix it. Chapter 1 presents an overview of the system and why a zero-based approach to performance evaluation is needed. This information should be used for conducting orientation training for all employees. Chapter 2 reviews the technical and legal issues associated with performance evaluation systems and how Z-Base addresses those issues. Chapter 3 provides information for developing the proper organizational infrastructure that must be in place before implementing Z-Base or any evaluation system. This includes mission, code of ethics, values statements, and job descriptions. Chapter 4 describes how to develop objective Priority Performance Measures (PPMs). Chapter 5 details how functional and dysfunctional performance data is gathered, analyzed, and rated. Chapter 6 explains how the Problem-Solving Conference (PSC) is conducted when a rating indicates that an employee's performance needs improved. PSCs are central to Z-Base and ensure that employees are given a fair opportunity to correct problem performances before the employee's evaluation score is affected. Chapter 7 explains Z-Scores and their calculation. A Z-Score is an employee's final evaluation score. Chapter 8 presents a plan for implementing Z-Base within the typical police services organization. The plan is grounded in organization change research and experiences helping agencies improve their evaluation systems.

Police performance appraisal is one of the most important components of law enforcement management affecting the quality of the services a department delivers as well as the satisfaction of its employees. Therefore, it is crucial that the performance appraisal process is conducted in an effective and equitable manner. Police Performance Appraisals:

In recent years, personality assessment by professional psychologists has taken on an increasingly important role in the field of police work. Most importantly, personality assessment instruments have been utilized in the pre-employment psychological screening of police officer candidates. This psychological screening takes place at the end of the hiring process to ensure that candidates do not have personality characteristics or existing psychopathology that would interfere with their job performance. Personality assessment is also used for other applications in police psychology. These applications include fitness-for-duty evaluations (FFDEs) and second opinion evaluations of officers who challenge hiring decisions. Moreover, police psychologists are involved in a considerable amount of research in order to determine which tests and scales are most appropriate for evaluations. The present volume is divided into four parts to cover the relevant issues in personality assessment for police work. Part I provides an introduction and the basic principles of personality assessment in police psychology. Part II focuses on the major assessment instruments used in police psychology. These include the MMPI-2, the Personality Assessment Inventory (PAI), the Inwald Personality Inventory (IPI) and Hilson Tests, the M-PULSE Inventory, pre-offer integrity instruments, and the Rorschach Comprehensive System. Part III examines multiple issues in personality assessment research in the field of police psychology. Part IV covers applications of personality assessment in police psychology. These applications include pre-employment evaluations, fitness for duty evaluations, conditional second opinion psychological evaluations of candidates, using multiple sources of information when conducting mandatory or required evaluations, and the politics of personality assessment in police agencies. This unique and comprehensive text is designed for psychologists who are actively working in the field of law enforcement, including psychologists in both applied and research/academic settings.

This volume presents case examples of 847 common situations that police officers encounter and explains how to handle them; the text aims to serve as an operational manual for police officers in daily operations in the field in patrol, investigations, vice, traffic, and juvenile units. The book also serves as a basis for discussing operational procedures, policies, and regulations. In addition, it is intended for use in basic training classes. Field training officers can use the field guide as part of the evaluation process when interacting with probationary officers; first-line supervisors can use it to assess how officers resolve problems in terms of application of the law. The preface explains the need for police officers to arrive at a practical solution to many of the problems they confront in the field. The problems came from the research literature; a review of judicial decisions; and examples provided by line officers, supervisors, and managers. The introduction presents 12 principles to consider when forming a philosophy for policing and specifies the 7 central virtues of police officers as prudence, trust, effacement of self-interest, courage, intellectual honesty, justice, and responsibility. It also presents a law enforcement code of ethics. The book2s other chapters briefly explain common situations encountered by police officers and the appropriate way to deal with the situation. Situations involve assault and battery, animal control, anti-noise ordinances, arrest warrants, burglary, child abuse, coordination with other agencies, crime scene issues, and deadly force. Additional situations relate to evidence, extradition, family disturbances, hate crimes, hit-and-run incidents, hot pursuit, loiterers, malicious mischief, drug law offenses, and protection orders. Further situations relate to sex offenses, search and seizure, information sources, traffic law enforcement, truancy, unlawful assembly, vagrancy, wanted and missing persons, weapons, and officers injured or killed.

The second handbook in the Shoham trilogy, which includes the esteemed International Handbook of Penology and Criminal Justice and the upcoming International Handbook of Victimology, this volume is a comprehensive treatment of criminology theory. This text contains contributions from 25 of the top international scholars in the field across a wide range of disciplines. Topics include social deviance, research methods, biological and physiological explanations, personality types, and family socialization processes. The book also explores ecological and economic factors, differential association and situational crime prevention, cultural conflicts and immigration, as well as stigmas, group delinquency and juvenile delinquency.

Brian K. Payne is currently an assistant professor in the Department of Sociology and Criminal Justice at Old Dominion University.