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Cheurprakobkit, S., & Bartsch, R. A. (2001). Police performance: A model for assessing citizens’ satisfaction and the importance of police attributes. Police Quarterly, 4(4), 449–468.

Abstract: This study examined the attitudes of 581 residents of Midland and Odessa, Texas regarding their satisfaction with 14 police attributes and the importance of these attributes. Descriptive findings showed the citizens are generally satisfied with police performance but still rated the importance of attributes higher than the satisfaction. The satisfaction–importance graph revealed that the professional conduct factor (professional knowledge, professional conduct, honesty, quality of service, and fairness) received relatively higher satisfaction and importance scores compared to the friendliness factor (friendliness, putting one at ease, concern, politeness, and helpfulness) and the crime control/prevention factor (level of police protection, investigative skill, ability to fight crime, and ability to prevent crime). The friendliness factor received relatively moderate satisfaction scores as did the crime control/prevention factor but was considered the least important among the three factors. Finally, the findings showed the attribute that needs the most improvement is the ability to prevent crime.

Questions to Consider:

1. Citizens tended to rate crime control and prevention as important, but satisfaction tended to be modest. Unlike the other two dimensions of performance (friendliness and professional conduct), success at crime control and prevention is arguably only partially within the control of the police (for example, other system actors play a role). Can police departments still maintain strong community support through friendly and professional behavior even if they are perceived as deficient in their ability to control crime? Is controlling and preventing crime an essential measure of police performance?
    

Lilley, D., & Hinduja, S. (2006). Organizational values and police officer evaluation: A content comparison between traditional and community policing agencies. Police Quarterly, 9(4), 486–513.

Abstract: Although criminal justice literature has suggested that the values and objectives of the community policing philosophy differ from traditional law enforcement, little is known about the specifics of how this approach may have changed formal performance expectations for individual officers. This study incorporates a content analysis of 1,474 individual rating items on 150 officer evaluation instruments from agencies across the United States to determine whether organizational values and performance criteria differ between traditional and community policing agencies. Evaluation content was compared according to five key officer appraisal elements: (a) stakeholder focus, (b) police officer role emphasis, (c) level of service expectation, (d) employee traits encouraged, and (e) type of reinforcement (motivation) utilized. Results indicate that most evaluation content remains focused on the organization, emphasizes internal process aspects of performance, and has little to do with investigation, enforcement, patrol, community service, or other forms of activities that are specific to police work.

Questions to Consider:

1. Are community policing and problem-solving behaviors as easily measured or quantified as traditional law enforcement behaviors? Could the general similarities between community-policing agencies and traditional agencies be explained by an inability to measure community-policing concepts?
    

Williams, B. N., Christensen, R. K., LePere-Schloop, M., & Silk, P. D. (2015). Appraising the appraisal process: Manager and patrol officer perspectives. Police Journal, 88(3), 231–250.

Abstract: While research shows that performance appraisals are important both as management tools and for their ability to shape organisational commitment and performance, researchers have also noted a ‘pervasive dissatisfaction’ (Coutts and Schneider, 2004: 68) with appraisals in policing. The standardisation of performance appraisal systems across local government departments in the United States may contribute to this dissatisfaction. Standardised forms may be difficult to adapt to diverse officer positions, and to the overall goals of police departments and agencies. This paper uses appraiser and appraisee survey data from a police department in a mid-sized southern city in the United States to examine whether standardised performance appraisal systems in local government meet the needs of local police departments and agencies. Findings suggest that it is important to tailor appraisal forms and systems by including officers and managers in the development of job-specific rubrics and training modules.

Questions to Consider:

1. If research suggests that appraisers and appraisees are more satisfied when they participated in the development of performance appraisal systems, should they also be involved in setting the goals of the organization, the foundation on which performance appraisals rest? Explain.