Performance Appraisal Paper

Performance appraisals at any police agency have two goals: “to ensure that employees are aware of the expectations the organization has of them, and to and to assess their activities and performance accordingly” (Chapman & Newsom, 2008, par. 1). With the surge in community policing across the country, it is imperative that agencies adapt their performance appraisals to include community policing standards as well the tradition ones that are still used (Chapman & Newsom, 2008). This way, agencies can determine if the performance of individual officers, units, districts, and the agency as a whole are at acceptable standards and if not, what needs to be done to raise the level of performance. It has been found that 20% of the police officers cause 80% of the problems and only 20% of the officers get most of the awards and commendations (Brooks, 2016, slide 3). A quality appraisal and plans of improvement should recognize both and show what is done when corrective action is needed. This is very important in today’s world as communities are holding law enforcement agencies to such high standards.

“Efficiency is the utilization of the least amount of resources to accomplish a particular task; effectiveness is the measure of how well a given task was performed; equity is the quality of police services delivered to the community; and accountability refers to meeting the public’s expectation of what officer’s should be doing” (Brooks, 2016, slides 5-8). This should be a good start and I would re-evaluate the categories after the first year. I would also include sections for continuing education and anything else that isn’t covered. Finally, there would be comment blocks for each signee including the one being