The setting below shows that management is related with administration in an organizational environment. Management pertains to the utilization of available resources in an organization while administration refers to the processes used. The organization with management and administration is directed towards the achievement of goals and objectives. Goals are broad statements of general and long- term organizational purposes often used to define the role of the police, for instance, to prevent crime, maintain order or help solve community problems. Objectives are specific short term statements consistent with an organization’s goal. Both goals and objectives are important because they help to identify the expectations of what the police are doing and how productively (efficient and effective) they perform.
Police Productivity and Managerial Performance
An effective police manager must be concerned with the productivity of police work teams and their members.
Productivity means the summary of measures of the quantity and quality of police work performance achieved, with resource utilization considered. Good police managers establish and support the conditions needed to ensure high productivity for themselves, for individual contributors, for their work units, and for the organization as a whole.
This involves a commitment to the accomplishment of two different, but complimentary, police performance outcomes:
Police Effectiveness , which measures whether or not important task goals are being attained Police Efficiency , which measures how well resources are being utilized.
The formula illustrates that one outcome is not enough, achieving high productivity requires both performance effectiveness and efficiency.
Police Management Processes
The management process involves Planning – Organizing – Leading – Controlling the use of organizational resources to achieve high performance results. Planning – is the process of setting performance objectives and identifying the actions needed to accomplish them.
Organizing – is the process of dividing the work to be done and coordinating results to achieve a desired purpose.
Leading – is the process of directing and coordinating the work efforts of other people to help them accomplish important task.
Performance Effectiveness + Performance Efficiency = High
A consolidated lecture notes prepared by Hermie Terrence Reodava, Reg. Crim.
Controlling – is the process of monitoring performance, comparing results to objectives and taking corrective action as necessary.
Police Managerial Activities and Roles
The Traditional & Contemporary
Foundations of Police Organization and Management
The Classical Approach
The three primary areas in the development of the classical approach are:
1. Scientific Management (Frederick Taylor, 1856-1915)
Scientific Management sought to discover the best method of performing specific task. Based on his studies, Taylor believed that if workers were taught the best procedures, with pay tied to output, they would produce the maximum amount of work.
With respect to this philosophy, the role of management changed abruptly from the earlier use of the “rule of the thumb” to a more scientific approach, including scientifically selecting, training, and developing workers, and ensuring that all the work would be done in accordance with scientific principles, thus scientific management strongly adhered to the formal organization structure and its rules.
2. Bureaucratic Management (Max Weber, 1864-1920)
The concept of Bureaucracy is generally associated with the work of Max Weber, who was the major contributor to modern sociology.
Interpersonal Roles – working directly with other people - Figurehead – hosting and attending official ceremonies - Leadership – creating enthusiasm and serving people’s needs - Liaison – maintaining contacts with important people and groups
Informational Roles –exchange information with other people - Monitor – seeking out relevant information - Disseminator – sharing information with insiders - Spokesperson – sharing information with outsiders
Decisional Roles – make decisions that affect other people - Entrepreneur – seeking problems to solve and opportunities to explore - Disturbance handler – helping to resolve conflicts - Resource Allocator – allocating resources to various uses - Negotiator – negotiating with other parties
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Order – materials and human resources should be in the right place at the right time; individuals should be in jobs or position that suits them. Equity – employees should be treated with kindness and justice Stability of personnel tenure - an employee needs time to adjust to a new job and reach a point of satisfactory performance; high turnover should be avoided. Initiative – the ability to conceive and execute a plan (through initiative and freedom) should be encouraged and developed throughout all levels of the organization. Espirit de Corps – “union” Unity is strength; Harmony and teamwork are essential to effective organizations.
Gulick and Urwick (1920-1937)
Pioneers of “The Science of a Administration” (1937) In this book, they have described the major functions of administration using the acronym POSDCRB.
Human Relations Approach
The results of Hawthorne experiment contradicted the traditional views of management emphasized by the classical theorists and led to the behavioral approach emphasizing concern for the workers. The study suggests that when special attention is paid to employees by management, productivity is likely to increase regardless of changes in working conditions. This phenomenon was labeled the “ Hawthorne effect ”.
Behavioral Science Approach
In order to be classified as behavioral science, a field must:
Deal with human behavior
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Study its subject matter in a scientific manner
The behavioral science approach utilizes scientific method as the foundation for testing and developing theories about human behavior in organizations that can be used to guide and develop managerial policies and practices.
Contributors to this approach
1. Abraham Maslow (Maslow’s hierarchy of needs theory) 1940’s – see discussion on Motivation Theories
2. D. McGregor (McGregor’s Theory X and Y) Theory X assumes that people have little ambition, dislike work, and must be coerced in order to perform satisfactorily. Theory Y assumes that people do not inherently dislike work and if properly rewarded, especially satisfying esteem and self-actualization needs, will perform well on the job.
Importance to the Police Manager
Police managers who believe in theory X will set up strict controls and attempt to motivate workers strictly through economic incentives. Employees are most likely to respond in an immature manner that reinforces the manager’s assumption.
By contrast, police managers who believe in theory Y will treat employees in a mature way by minimizing controls, encouraging creativity and innovation and attempt to make work more satisfying high order needs.
Extensive researches (like those of Likert, 1967) have concluded that managerial system should shift to Theory Y assumptions to make better of human resources and enhance both the effectiveness and efficiency of organizations. This approach help managers to develop a broader perspective on workers and the work environment, especially regarding alternative ways of interacting with police officers and of recognizing the potential impact of higher level needs in job performance.
Theory X Assumptions The average person inherently dislikes work and will try to avoid it Most people must be coerced, controlled, directed, and threatened with punishment to get them to work towards organizational goals The average person prefers to be directed, wants to avoid responsibility, has relatively little ambition, and seeks security above all.
Theory Y Assumptions Work, whether physical or mental, is as natural as play or rest, and most people do not inherently dislike it External control and threat of punishment are not the only means of bringing about effort toward organizational goals, people will exercise self-direction and self-control when they are committed Commitment to goals is a function of the rewards made available An average person learns, under proper conditions, not only to accept but to seek responsibility Ability to exercise a high degree of creativity in the solution of problems
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Bernstein, et al (1991) offered that at any time, many motives might guide a person’s behavior. What determines which ones will? Abraham Maslow has given a perspective that addresses this question. He suggested basic classes of needs, or motives, influencing human behavior. These motives are organized in a hierarchy.
Abraham Maslow has suggested that human needs form a hierarchy from the most basic biological requirements to the needs for self-actualization – the highest of all needs.
The pyramidal structures of human needs from the bottom to the top of the hierarchy, the levels of needs or motive according to Maslow, are:
Biological or Physiological Needs – these motives include the need for food, water, oxygen, activity, and sleep. Safety Needs – these pertain to the motives of being cared for and being secured such as in income and place to live. Love/Belongingness – Belongingness is integration into various kinds of social groups or social organizations. Love needs means need for affection. Cognitive Needs – our motivation for learning and exploration Esteem Needs – our motivation for an honest, fundamental respect for a person as a useful and honorable human being. Aesthetic Needs - our motivation for beauty and order Self- actualization – pertains to human total satisfaction, when people are motivated not so much by unmet needs, as by the desire to become all they are capable of (self-realization).
According to the Maslow’s formulation, the level that commands the individuals’ attention and effort is ordinarily the lowest one on which there is an unmet need. For example, unless needs for food and safety are reasonably well-met behavior will be dominated by these needs and higher motives are of little significant. With their gratification, however, the individual is free to devote time and effort to meet higher level. In other words, one level must at least be partially satisfied before those at the next level become determiners of action.
2. Aldefer’s ERG Theory
Clayton Aldefer has develop the ERG theory which is a modification of the Maslow’s theory. ERG theory categorizes needs into Existence, Relatedness and Growth needs.
According to Aldefer:
Existence Needs – are desires for physiological and material well-being Relatedness Needs – are desires for satisfying interpersonal relationships Growth Needs – are desires for continued personal growth and development.
3. McClelland’s Acquired Needs Theory
David McClelland identified three types of acquired needs. These are:
A consolidated lecture notes prepared by Hermie Terrence Reodava, Reg. Crim.
Need for Achievement – the desire to do something better or more efficiently, to solve problems, or to master complex task. Need for Affiliation – the desire to establish and maintain friendly and warm relations with others Need for Power – the desire to control others, to influence their behavior, or to be responsible for others.
McClelland’s view is that these three needs are acquired over time, as a result of life experiences. People are motivated by these needs, each of which can be associated with individual work preferences.
Police Personnel Management (Human Resources Management) may be defined as that area of management concerned with human relations in the police organization. As an overview, Police Personnel Management uses planning, organizing, directing and controlling of day-to-day activities involved in procuring, developing and motivating them and in coordinating their activities to achieve the aims of the police.
Efficient management of human resources in any organization can spell the difference between its success and failure to attain its objectives or goals.
The need for a more efficient management of human resources is very demanding today. The success of every organization is for the organization to overcome the demands in human response brought about by several factors.
Purpose of Police Personnel Administration
The prime objective of an effective police personnel administration is the establishment and maintenance for the public service of a competent and well-trained police force, under such conditions of work that this force may be completely loyal to the interests of the government of all times.
A consolidated lecture notes prepared by Hermie Terrence Reodava, Reg. Crim.
performance of a given job. It is a day-to-day, year round task. All police officers on a new position undergo a learning process given a formal training or not. Learning is made easier for officers when the organization provides formal training and development. It reduces unnecessary waste of time, materials, man- hours and equipment.
POLICE PERSONNEL PROGRAMS AND POLICIES
Nature of Personnel Programs
Personnel Programs refers to the activities programmed to implement the organization philosophy or creed and the personnel philosophy of central managers in relation to people so as to accomplish organizational objectives. It serves as a fundamental guide for personnel practices and personnel policies used in an organization for maintaining harmony between management and employees. A good personnel program covers all the operative functions of personnel.
Factor to Considered in Personnel Program
The following factors should be taken into consideration in the preparation of a personnel program.
objectives of the organization organizational philosophy of central management in relation to personnel, financial conditions and physical facilities of the organization cultural background and tradition of the people community and employees governmental factors
Police Personnel Policies
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These activities include the determination of an equitable wage and maintenance of an incentive system. This area also concerned with securing greater officer participation in activities and with strengthening officer morals and effectiveness. All these help make the organization a “good place to work in.” 3. Developing and motivating personnel - deals with the education of the police officers, the appraisal of work performance, their promotion, and the suggestion system, which enables them to develop so they can rise to the police organization’s desired standards of performance. 4. Labor and human relations - involves the development of harmonious relations between management on one hand and individual police officer the on the other hand. It also concerns the observance and application of laws and court decisions affecting human relations, and relationships with other government law enforcement agencies. 5. Efficient administration of the program with adequate budget – this is to achieve a favorable climate for police officers. Good human relations should be the attitude in the applications, implementation and interpretation of the organization’s policies, rules and regulations. The important tools in this area are records and reports, personnel research and statistics, and evaluation of the effects of current policies, activities, and programs.
POLICE POLICIES AND PROCEDURES
Nature of Police Policies
Policies are tools of police management, which give life and direction to the police program of activities and set limits within which action is to be pursued by the personnel concerned. Policies define the authority and the responsibility of subordinates. They help the personnel understand their mutual relationships. They are ahead to guide the men on the operational level, authority, and responsibility and to enable them to arrive at sound decisions.
POLICY refers to a general plan of action that serves as a guide in the operation of the organization. It makes up the basic framework of management decisions that set the course what the organization should follow. It defines the authority and responsibility of supervisors in their job of directing group efforts and implementing personnel programs.
Policies form a code of procedure in that they broadly indicate the best method of conducting any portion of the work at hand. They assist police officers in problem solving and decision-making. While policies must be consistent, they must be flexible enough to permit adjustments when the need for change arises.
Types of Police Policies
According to origin, policies are classified as:
intended to set up guidelines in the operation of the police organization.
levels of the organization and the man in charge does not know how to meet the problem. He then appeals to his superiors for guidelines and for guidance.
A consolidated lecture notes prepared by Hermie Terrence Reodava, Reg. Crim.
Job description may be defined as an abstract of information derived from the job analysis report, describing the duties performed, the skills, the training, and experience required the responsibilities involved, the condition under which the job is done, and relation of the job to the other job in the organization.
POLICE RECRUITMENT, SELECTION, AND PLACEMENT
On Police Recruitment
The first step in the recruiting procedure, and the one that should receive greatest emphasis, is that of attracting well-qualified applicants. The best selection devices available are of little value if the recruiting effort has failed to attract candidates of high caliber. Widespread publicity directed at the particular element of the population which it is hoped will be attracted to the examination is the best method of seeking outstanding applicants. Recruitment in the police service is dependent on the availability of national or regional quota of the PNP, which is determined by the NAPOLCOM.
Standard Policy on Selection and Appointment
There shall be a standard policy for the selection of policy personnel throughout the Philippines in order to strengthen the police service and lay the groundwork for police professionalization.
The general qualification for initial appointment to the police service shall be based on the provisions of Republic Act No. 8551, which states:
No person shall be appointed as uniformed member of the PNP unless he or she possesses the following minimum qualifications:
1. A citizen of the Philippines; 2. A person of good moral conduct; 3. Must have passed the psychiatric or psychological, drug and physical tests to be administered by the PNP or by any government hospital accredited by the Commission for the purpose of determining physical and mental health; 4. Must possess a formal baccalaureate degree from a recognized institution of learning; 5. Must be eligible in accordance with the standards set by the Commission; 6. Must not have been dishonorably discharged from military employment or dismissed for cause from any civilian position in the Government; 7. Must not have been convicted by final judgment of an offense or crime involving moral turpitude; 8. Must be at least one meter and sixty-two centimeters (1) in height for male and one meter and fifty-seven centimeters (1) for female; 9. Must weigh not more or less than five kilograms (5kgs) from the standard weight corresponding to his or her height, age, and sex; and 10. For a new applicant, must not be less than twenty-one (21) not more than thirty (30) years of age. Except for the last qualification, the above-enumerated qualifications shall be continuing in character and an absence of any of them at any given time shall be a ground for separation or retirement from the service: Provided, that PNP members who are already in the service upon the effectivity of these Implementing Rules and Regulations shall be given five (5) years to obtain
A consolidated lecture notes prepared by Hermie Terrence Reodava, Reg. Crim.
the minimum educational qualification and one (1) year to satisfy the weight requirement.
For the purpose of determining compliance with the requirements on physical and mental health, as well as the non-use of prohibited or regulated drugs, the PNP by itself or through a government hospital accredited by the Commission shall conduct regular psychiatric, psychological, drug and physical tests randomly and without notice.
After the lapse of the reglamentary period for the satisfaction of a specific requirement, current members of the PNP who shall fail to satisfy any of the requirements enumerated under this Section shall be separated from the service if they are below fifty (50) years of age and have served in Government for less than twenty (20) years or retired if they are from the age of fifty (50) and above and have served the Government for at least twenty (20) years without prejudice in either case to the payment of benefits they may be entitled to under existing laws. (Section 14, RA 8551 – IRR)
On Selection Procedures
The purpose of the selection process is to secure these candidates who have the highest potential for developing into good policemen. The process involves two basic functions. The first function is to measure each candidate’s qualifications against whose ideal qualification that are established chiefly through job analysis. The second function, because of the comparative nature of the merit system, is to rank the candidates relatively on the basis of their qualifications.
The Screening Procedures
Preliminary Interview - the applicant shall be interviewed personally by the personnel officer. If the applicant qualifies with respect to the requirements of citizenship, education and age, he shall be required to present the following:
Letter of application if none has been submitted An information sheet A copy of his picture (passport size) Birth Certificate Transcript of scholastic records and/ or diploma Fingerprint card, properly accomplished. Clearance papers from the local police department PNP provincial headquarters, city or municipal court and city or provincial prosecutor’s office and his hometown police department, NBI, and others that may be required.
Physical and Medical Examination - in order to determine whether or not the applicant is in good health, free from any contagious diseases and physically fit for police service, he shall undergo a thorough physical and medical examination to be conducted by the police health officer after he qualifies in the preliminary interview.
Physical Agility Test - the Screening Committee shall require the applicant to undergo a physical agility test designed to determine whether or not he possess the required coordination strength, and speed of movement necessary for police service. The applicant shall pass the tests like Pull-ups-6 Push-ups-27, Two minutes sit-ups-45, Squat jumps-32, and Squat thrusts-
A consolidated lecture notes prepared by Hermie Terrence Reodava, Reg. Crim.
appearance, likeableness, and affability, attitude toward work, outside interest, forcefulness, conversational ability, and disagreeable mannerism.
POLICE APPOINTMENT
Any applicant who meets the general qualifications for appointment to police service and who passes the tests required in the screening procedures shall be recommended for initial appointment and shall be classified as follows:
Appointment in the PNP shall be affected in the following manner:
A. PO1 to SPO4 – appointed by the PNP Regional Director for regional personnel or by the Chief of the PNP for National Head Quarter’s personnel and attested by the Civil Service Commission (CSC)
B. Inspector to Superintendent – appointed by the Chief PNP as recommended by their immediate superiors and attested by the Civil Service Commission (CSC).
C. Sr. Supt to Dep. Dir. Gen. – Appointed by the President upon the recommendation of the Chief PNP with the endorsement of the Civil Service Commission (CSC) and with confirmation by the Commission on Appointment (CA).
D. Director General – appointed by the President from among the most senior officers down to the rank of Chief Superintendent in the service subject to the confirmation of the Commission on Appointment (CA). Provided, that the C/PNP shall serve a tour of duty not exceeding four (4) years. Provided further, that in times of war or other national emergency declared by congress, the President may extend such tour of duty.
Waiver for Appointment - Waivers for initial appointment to the police service shall be governed by Section 15 of Republic Act 8551, IRR.
Appointment by Lateral Entry - In general, all original appointments of Commissioned Officers (CO) in the PNP shall commenced with the rank of inspector to include those with highly technical qualifications applying for the PNP technical services, such as dentist, optometrist, nurses, engineers, and graduates of forensic sciences. Doctors of Medicine, members of the Bar and Chaplains shall be appointed to the rank of Senior Inspector in their particular technical services. Graduates of the PNPA shall be automatically appointed to the initial rank of Inspector. Licensed Criminologist may be appointed to the rank of Inspector to fill up any vacancy.
POLICE TRAINING
The Need for Police Training
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Organized training is the means by which officers are provided with the knowledge and the skills required in the performance of their multiple, complex duties. In order that the recruit officer may commence his career with a sound foundation of police knowledge and techniques, it is most important that the entrance level training he soundly conceived, carefully organized and well-presented.
Training and the Changes in Police Works
During the past decades tremendous changes in police work have occurred. Advances in technology of communications and equipment, public relations and employee relations as well as total evolution in the whole social structure have made a law enforcement work more complex and difficult to pursue. The ordinary officer must be briefed and oriented on new changes and developments that affect his job and the recruit must be given a new solid foundation contemporary with the needs of the time. Policemen do not stay trained. If they do not forget what they have learned, it is continually made absolute by improved technology and social changes, and requires frequent renewal to keep it current and useful.
Standards for Police Training
All training programs operated by law enforcement agencies should limit their enrolment to law enforcement officers. Training courses should be set-up, prescribed units of instruction, and arranged a time schedule. Practical recruit training subsequent to employment should be provided.
Pre-and-post employment university training. Responsibility of Training
The training of police officers shall be the responsibility of the PNP in coordination with the Philippine Public Safety College (PPSC) which shall be the premier educational institution for the training of human resources in the field of law enforcement (PNP, BFP, BJMP), subject to the supervision of the NAPOLCOM. Types of Police Training Programs
The following are the training programs in the police service:
Basic Recruit Training Field Training In-Service Training programs Department In-service training programs National and International Conventions on Policing
The Basic Recruit Training – the most basic of all police training. It is a prerequisite for permanency of appointment.
The Basic Recruit Training shall be in accordance with the programs of instructions prescribed by the PPSC and the NAPOLCOM subject to modifications to suit local conditions. This course is conducted within not less than six (6) months. A training week shall normally consist of 40 hours of scheduled instructions.
Full time attendance in the Basic Recruit Training – Attendance to this type of training is full time basis. However, in cases of emergency, recruits maybe required to
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PNP Appraisal System
The Performance Evaluation in the police service is the responsibility of the NAPOLCOM, which shall issue the necessary rules and regulation for the orderly administration of the appraisal process. Such performance evaluation shall be administered in a manner as to foster the improvement of every individual police efficiency and behavioral discipline as well as the promotion of the organization’s effectiveness.
The rating system shall be based on the standards set by the NAPOLCOM and shall consider results of annual physical, psychological and neuro-psychiatric examinations. POLICE PROMOTION
Promotion is a system of increasing the rank of a member of the police service. It has the following objectives:
Under the law, the NAPOLCOM shall establish a system of promotion for uniformed and non-uniformed members of the PNP, which shall be based on:
The promotion shall be gender fair which means women in the PNP shall enjoy equal opportunity for promotion as that of men.
Preferences for Promotion
Factors in Selection for Promotion
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proficiency, the performance-rating period shall be considered. Provided, that in no instance shall a candidate be considered for promotion unless he had obtained a rating of at least “satisfactory”.
completion of in-service training courses, academic studies, training grants and the like.
occupational history, work experience and other accomplishment worthy of commendation.
capacity as well as attitude and personality traits in so far as they bear on the nature of the rank and/or position to be filled. This means that the candidate should have no derogatory records which might affect integrity, morality and conduct.
required in the new or higher position and good qualities for leadership.
Kinds of Police Promotion
1. Regular Promotion - Regular promotion shall be based on the following requirements:
a. He or she has successfully passed the corresponding promotional examination given by the NAPOLCOM; b. Passed the Bar or corresponding Board examination for technical services and other professions; c. Satisfactory completion of the appropriate accredited course in the PPSC or equivalent training institutions;
d. Passed the Psychiatric, Psychological, and Drug test; and
Ombudsman for any complaints against him/her
2. Promotion by Virtue of Exhibited Acts (Special Promotion)
Any uniformed member of the PNP who has exhibited acts of conspicuous courage and gallantry at the risk of his or her life above and beyond the call of duty, shall be promoted to the next higher rank. Provided, that such act shall be validated by the NAPOLCOM based on established criteria.
3. Promotion by Virtue of Position
Any PNP member designated to any key position whose rank is lower than that which is required for such position shall, after six (6) months of occupying the same, be entitled to a promotion, subject to the availability of vacant positions. Provided, that the member shall not be reassigned to a position calling for a higher rank until after two (2) years from the date of such promotion. Provided, further, that any member designated to the position who does not possess the established minimum qualifications thereof
