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Purpose – The purpose of this research is to compare traditional and community policing agencies with regard to how individual officers are formally evaluated and to assess organizational goals and objectives in each type of agency. Design/methodology/approach – A 75‐item questionnaire was mailed to 600 municipal and county law enforcement agencies. A total of 11 hypotheses were tested regarding performance evaluation content, the values of police supervisors and organizational objectives. Findings – Community policing agencies have added new output measures but continue to value enforcement statistics as much as their more traditional counterparts. Additionally, many community policing agencies have not updated their formal systems to incorporate community policing concepts. Research limitations/implications – Survey responses were obtained from only one supervisor per agency and the knowledge of each individual was varied. However, if supervisors from traditional and community policing agencies are equally competent, results should be unbiased. Further research is needed to assess the reasons why many agencies have not updated their formal evaluation systems to incorporate community policing concepts. Practical implications – There may be a conflict between police supervisor values and formal evaluation procedures in many community policing agencies. Further assistance or guidance may be needed to aid police administrators in updating and improving their formal systems of officer performance evaluation. Originality/value – This is the first nationwide assessment of police officer performance evaluation during the community policing era.

The purpose of this study is to evaluate the usefulness of personality traits, namely the Big Five, as a means of selection in good police officers.

The current study examines a sample of 96 police officers from eight non‐urban police departments.

Age and attitude were found to be better predictors of job performance measures than were personality traits. A cynical work attitude was negatively related to ratings of job performance. Officer age was found to have a non‐linear relationship to job performance.

Difficulties in measuring police performance are discussed, as is the relative importance of individual officer personality versus organizational culture.

The study extends the research on police officer selection and issues of job performance and measurement.

The purpose of this paper is to examine the relationship between police officers’ affective organizational commitment, work engagement, and (perceived) service performance.

Participants included 114 police officers who completed a questionnaire that measured their affective commitment, social job resources, supervisor support, work engagement, and extra-role performance (i.e. offering service to colleagues). A dyadic design was used that related police officer commitment to the perceived service performance as rated by 165 crime victims (cross-over effect).

Results of structural equation modeling revealed that commitment was positively related to seeking colleague support to increase social job resources. Furthermore, the results indicated that supervisor support mediated the positive relationship between commitment and work engagement/extra-role performance. In contrast, commitment was negatively related to the perceived service performance of police officers as rated by crime victims.

The results indicate that while affective commitment supports police officers’ work engagement and promotes the seeking and offering of colleague assistance, it also tempers external service performance ratings.

This paper enhances the understanding of how the affective commitment of police officers can be related differently to internal and external outcomes. The results are discussed in relation to police culture and performance theory.

The paper aims to estimates the limitations of a forced distribution performance appraisal system in identifying the highest performing individuals within an organization. Traditionally, manpower modeling allows organizations to develop plans that meet future human resource requirements by modeling the flow of personnel within an organization. The aim is to quantify the limitations of a performance appraisal system in identifying the best-qualified individuals to fill future requirements.

This paper describes an exploratory study using discrete event simulation based on the assignment, evaluation and promotion history of over 2,500 officers in the US Army. The obtained data provide a basis for estimating simulation inputs that include system structure, system dynamics, human behavior and policy constraints. The simulation approach facilitates modeling officers who receive evaluations as they move throughout the system over time.

The paper provides insights into the effect of system structure and system dynamics on the evaluation outcome of employees. It suggests that decreasing the number of a rater’s subordinates has a significant effect on the accuracy of performance appraisals. However, increasing the amount of time individuals spend on each assignment has little effect on system accuracy.

This research allows an organization’s leadership to evaluate the possible consequences associated with evaluation policy prior to policy implementation.

This work advances a framework in assessing the effect of system dynamics and structure, and the extent to which they limit or enhance the accuracy of an organization’s forced distribution performance appraisal system.

This study examines whether police officers’ level of education is associated with their perceptions of performance of duties and delivery of services. Using self report survey methodology 110 officers with different levels of education (high school, some college education but not a degree, and college degree) evaluated themselves on 40 performance categories. The results indicate that officers with some college education and college degree report themselves performing better on several of the performance categories than officers with no college education. Even when years of experience with the law enforcement department are controlled for, officers with higher education reported performing significantly better than their counterparts with lower education.

This study aims to examine the effects of emotional intelligence and organizational justice on job satisfaction and caring climate and its impacts on Criminal Investigation officers’ performance.

The population in this research was all criminal investigation officers, with people (2016 data) in all Polres and the Criminal Investigation Directorate of Polda Metro Jaya. The method used is path analysis. The path modeling was solved by using the partial least squares method. This research found that there is a positive relationship between job satisfaction and officers’ performance.

This research found that there is a positive relationship between emotional intelligence and job satisfaction; organizational justice and job satisfaction; emotional intelligence and officers’ performance; organizational justice and officers’ performance job satisfaction and officers’ performance; caring climate and officers’ performance; organizational justice and caring climate; emotional intelligence and caring climate. In general, it has shown that emotional intelligence has a significant direct effect on performance, job satisfaction and caring climate. In addition, emotional intelligence has an indirect effect on performance through job satisfaction and caring climate.

There are some differences in the previous research results or methodological weaknesses. This research will develop the relationship between the emotional intelligence variable and the caring climate variable and the relationship between the organizational justice variable and the caring climate variable.

The purpose of this paper is to outline the development and implementation of the “values‐driven competency‐based performance management system” (VDCBPMS) and report the findings of a study that aims to examine the effect of the new PMS on officers of the Hong Kong Police Force.

The research focuses on the officers’ perceptions and attitudes resulting from the intervention and hypothesizes that the new system will increase their organisational commitment and job satisfaction, job‐effort and value alignment with the Force, as well as overall performance of the Force through enhanced performance of individual officers. The study employs a staff survey and interviews with a cross section of officers in different ranks to examine the impact on them of VDCBPMS.

The research findings reveal evidence to support all the hypotheses and their implications for management are outlined.

The research is not a done in a “before‐and‐after” fashion due to inherent limitations and the findings cannot be isolated from other clandestine management initiatives for examination due to practical limitations.

The research findings provide food for thought for the management to consider how best to improve the performance of officers in the Force.

The research findings suggest ways to improve policing in Hong Kong, which ultimately will benefit the society of Hong Kong at large.

This research fills a void in the literature of competency‐based PMS by introducing the “values” dimension to the notion, and contributes to the study of public policy implementation by illustrating how a novice system is developed and introduced in a policing context.

The purpose of this paper is to examine the extent to which climate for innovation, supportive climate, and rules climate influence job performance and satisfaction of local police (LP) officers in Spain. By integrating multiple climates simultaneously into a single study the authors assess the added value of climate for innovation.

Participants included 175 LP officers who completed a questionnaire including measures of climate (FOCUS-93), job satisfaction, and perceived performance.

Multiple regression analyses showed that developing a climate for innovation has a positive impact on police satisfaction and perceived performance beyond that of well-established climates. Climate for innovation emerges as the main predictor of job satisfaction, while it provides a small, significant increment of explained variance in perceived performance.

Policy makers should enable participation of officers in the innovating process, thus improving the quality of change and creating a better work environment.

Building on the competing values framework (Quinn and Rohrbaugh, 1983), this research is a contribution towards understanding how different climate types combine and relate to each other to account for officers’ behaviours and outcomes.

The purpose of this paper is to explore the consequences that followed the introduction of a performance measurement regime that is introduced into a subdivision of an English police force. The police force under consideration is located in a county that covers over 1,500 square miles and envelops areas as diverse as large urban conurbations, small villages and considerable rural expanses.

Part of this research utilised semi‐structured interviews to gauge officers' reactions to the new system and the impact on their occupational behaviour.

The research found widespread resistance to the new system, due to a perception that the performance indicators did not fully reflect the breadth of the officer role. Similarly, evidence emerged to suggest that performance indicators can play a key role in focussing officers' attention on those core behaviours being measured and encouraging presentational and working styles which, whilst satisfying scoring criteria, might, arguably, be deemed inappropriate.

The research is limited by its focus upon officers working under a pilot project in a solitary subdivision. Further research might seek to draw on the views of larger numbers of officers working under a variety of police performance measurement mechanisms. Such an approach would facilitate the development of guides to best practice in both the formulation and implementation of such regimes and would, conceivably, help overcome officer resistance to such systems.

The paper is original in that acknowledges, and focuses upon, the cultural dynamics of the police officer and uses this approach to chart the challenges of effective implementation of such strategies. As such, the paper should be of interest to middle and senior police managers tasked with implementing effective performance measurement. Furthermore, this paper, although originating from evaluation research, represents a more critical contextualisation of the interviews, which are conducted with officers. In doing so, it seeks to locate the practicalities associated with the introduction of “performance measurement” against the reality of police work.

Fatigue associated with shift work is a well-established and pervasive problem in policing that affects officer performance, safety, and health. It is critical to understand the extent to which fatigue degrades officer driving performance. Drowsy driving among post-shift workers is a well-established risk factor yet no data are available about officer injuries and deaths due to drowsy driving. The purpose of this paper is to assess the impact of fatigue associated with work shift and prior sleep on officers’ non-operational driving using laboratory experiments to assess post-shift drowsy driving risks and the ability of a well-validated vigilance and reaction-time task to assess these risks.

Experienced police patrol officer volunteers (n=78) from all four shifts of a medium-sized city’s police department were tested using a within- and between-subjects design to assess the impact of fatigue on individual officers, as well as the impact of different work shifts, on post-shift driving performance. Controlled laboratory experiments were conducted during which participants drove high-fidelity driving training simulators on two occasions: immediately following five consecutive 10:40-hour patrol shifts (fatigued condition) and again 72 hours after completing the last shift in a work cycle (rested condition).

Generalized linear mixed-model analyses of driving performance showed that officers working night shifts had significantly greater lane deviation during post-shift, non-operational driving than those working day shifts (F=4.40, df=1, 150, p=0.038). The same method also showed that easy to measure psychomotor vigilance test scores for reaction time predicted both lane deviation (F=31.48, df=1, 151, p < 0.001) and collisions (F=14.10, df=1, 151, p < 0.001) during the simulated drives.

Simulated driving tasks done by participants were generally less challenging than patrol or off-duty driving and likely underestimate the impact of fatigue on police driving post-shift or during extended shifts.

This is the first experimental research to assess the impact of shiftwork, fatigue, and extended shifts on police post-shift drowsy driving, a known risk factor for shift workers in general.