mod 7 paper adam king

docx

School

Toccoa Falls College *

*We aren’t endorsed by this school

Course

MOD1

Subject

Statistics

Date

May 27, 2024

Type

docx

Pages

Uploaded by DeaconKuduPerson1022

1 Middle Management Issues in The Commerce Police Department Adam Charles King Georgia Law Enforcement Command College Columbus State University, Class 89 Dr. Butch Beach November 26, 2023

2 Problem Statement The Commerce Police Department has an issue with middle management. The department has promoted unqualified officers due to limited options. The current practices and procedures leave the city open to liability from several areas. Lack of training in crucial areas needs to be addressed for the future

3 Contributing Factors Several factors have contributed to issues within the middle management ranks of the Commerce Police Department. Addressing and understanding these factors will play a role in the success of the department moving forward. - The Department has promoted unqualified officers from necessity rather than competency to fill empty spots. - There is an absence of any agency policies that require new leadership to attend formal supervisory, management, or leadership training before taking their new positions. - There is a lack of agency-specific training on human resource issues for management that would aid in a better understanding of the department. - Budgetary hurdles prohibit traveling for advanced training that will develop leadership skills and prepare better managers.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

4 Discussion The Norwegian police officer must have a high school education and a blameless reputation. After selection, they must complete a standardized training program (Brown, 2023). This “Norwegian Police University College” is where officers must complete a bachelor’s degree program that takes three years. This consists of one year enrolled in a police academy where they study ethics and civilization. An additional year would be spent in field training and the final year writing a “thesis”. Additionally, officers must return after five years on the job for continued training. They also must complete a degree in law if they wish for a promotion (Brown, 2023). That is in contrast to the police here in the United States. According to a report by the U.S. Department of Justice, there are more than 14,700 agencies in the United States. These agencies employed 708,000 full-time sworn officers and an additional 348,000 that are full-time civilian employees. The total number of full-time employees in America is nearly 20% of the population of Norway With nearly 15,000 agencies in America, there are just as many policy and procedure manuals that dictate operations in those departments. Agencies receive great latitude when it comes to the minimums that they require. The Commerce Police Department requires only a High School diploma or GED to be considered for employment (CPD Policy, 2023). The Georgia Bureau of Investigations website states that a candidate must have a Bachelor’s degree and also lists vision requirements (GBI.gov). This shows that even in the same state there is a considerable difference for positions that all fall within the spectrum of “law enforcement” The framework of law enforcement in America comes from a Jeffersonian-era idea of self-sufficiency and the lingering taste of British occupation. Essentially, If a central unified

5 police force in America were to exist there would be massive distrust. This is why America adopted a fragmented policing model and will more likely than not, at least in the near future not be able to morph into anything resembling what is found in Europe (Hirschfield, 2020). The author also notes that not just a strong feeling of governmental distrust created what we have today, but it was also born out of practicality. America is far vaster than any European country and this alone would make communication, transportation, and budgeting for such an endeavor an incredibly tough demand (Hirschfield, 2020). With a large number of agencies and the liberty given to them to carry out their duties the best way, their citizenry and officials see fit. We have a wide breadth of outcomes of management within agencies. Chief Gerald Garner of Corinth Texas, who held the rank of Chief for Corinth, Texas, says it best when he states that it is not okay to promote and hope “she’ll grow into the job.” He also states from personal experience that when in doubt “don’t do it.” He goes on to describe that if no candidates jumped out then do not be afraid to start the process over. According to the Georgia Peace Officer Standards and Training Council (GaPOST, 2023) records of personnel from the Commerce Police Department, the average Sergeant in the department had four years of experience when promoted to the position. The corporals when promoted had an average of one year upon their rank increase. This is not a phenomenon present only in rural Commerce Georgia. In a 2018 report, Chuck Wexler was able to determine that agencies are radically changing. He cites that agencies have lost 30% of staffing over the last few years. He notes that this has changed the opinions of command staff in agencies. When polled the majority stated that a sergeant needed at least five years or more of experience. This is far different than the ten years they used to be expected to have in times past (Wexler 2018).

6 Wexler also discusses findings from Dr. Robin Engel. He previously mentioned that Sergeants are directly in control of 85% of the department at the line level. Dr. Robin Engel spent two years studying the relationship between sergeants and their subordinates. She found that the subordinates matched their supervisors for better and worse. If Sergeants were out in the field using excessive force then those underneath them would model that behavior. Your sergeants are essentially the greatest influencers in your organization's forecast (Wexler, 2018). A survey of 12,549 police officers in England and Wales, which represents roughly 10% of all officers in those countries found that officers wish to be led by other officers who have put in time (Hoggert et al. 2018). This study was conducted in light of new sweeping policy changes that allow police supervisors to enter the force without ever having police experience. Of the 12, 549 respondents they found that only 493 (3.9%) agreed or strongly agreed that the direct entry scheme was a good idea. Over half of those surveyed were in the strongly disagree category. When officers who disagreed with the direct entry were asked what the most important factor in police leadership was they stated that experience was the most important factor. One respondent stated, “ You cannot order and expect others to do what you have not done yourself…….peoples live’s greatly depend on the experience and actions of police officers” (Hoggert et al. p150). Officers on the frontline continually express they value a leader who is a senior officer with direct street experience. This is due to people being attracted to those with shared experiences. Officers believe that there is an exclusivity that is only understood by those who have done the job. This lends credibility and the idea they have hard-earned and hard-learned knowledge (Hoggert, 2018). The Commerce Police Department has over one hundred different policies and procedures. Some policies dictate how to handle the field training of new officers. There are

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

7 even policies that spell out how we are to handle death notifications. According to the policy manual of The Commerce Police Department, there is not a single policy that mandates any formal training for new supervisors before they take their new positions (CPD Policy Manual, 2023). Leadership training changes the behavior of leaders if it includes coaching, feedback, classroom education, and reflections that include work experience. (Jacobsen et al, 2022) The article goes on to say that leadership training “can spur deeper understanding of leadership as well as more active leadership behavior.” Leadership training is measured by comparing your actual achievements versus the achievements that were intended” (Jacobsen, 2022, p219). The article pushes heavily into areas in the private sector but parallels can be drawn. Suters (as cited in Bates, 2022) discusses that sometimes we promote our best individual performers not necessarily who is the best leader. In small police agencies, this can be exacerbated by small pools to pull from. The issue with this idea of promoting the best individual performers is that the great personal performer once promoted to a leadership position may undermine themselves in that position. He points out that this is because the mindset of a top leader and a top performer are two conflicting mindsets. This can be alleviated by finding out who your leaders are early in their careers. Policy changes and succession planning can implement training for your employees and can slowly shift those individual performers to be great influencers and leaders. According to Rodriquez and Walter (2017), The benefits of training are as follows. Morale and confidence are increased as well as job satisfaction for the employee is increased which lowers the chance they leave the organization. Involvement in the organization is increased as well as opening doors for recognition. Higher competencies and performance from

8 training will also raise the chance of higher pay. One other important factor that is pointed out is when an organization emphasizes training and development, such as the type that can be done through policy, they attract better talent. A crucial acknowledgment is made by Rodriguez, “In addition, employee training and development provides the capabilities when individuals move from one assignment to another of a different nature…….Employee training and development should be utilized to orient individuals and enhance their managerial and operational skills” (Rodriquez, 2017, p. 207). The author is saying that organizations benefit when they take their employees and train them for their new positions. Individuals are more satisfied when organizations do their part in giving them the resources in the form of training One study completed in 2011 shows how important training is to attitudes. The study indicates that attitudes toward training greatly affected the outcome of the training experience. The study also concluded that those with positive training experiences showed higher job proficiency (Truitt, 2011). Employees who believed they received effective coaching and training felt more important on the job. Training is important but it is not as important as good training. Training is key but if it just training for the sake of training then it may do more harm than good. If employees buy into the training offered and believe it to be good training then their work will positively be changed. Agencies should keep that in mind. It is not just good enough to put some PowerPoint together that lacks depth and engagement. The findings in the study challenge agencies to pursue a higher standard when it comes to their training regimens (Truitt, 2011). Policy dictating training is seen as important. Consider the multiple accreditation agencies that look at how an organization conducts itself including looking at practice and SOP. The Commission on Accreditation for Law Enforcement Agencies (CALEA) and the Georgia

9 Association of Chiefs of Police (GACP) with their Georgia Law Enforcement Certification Program (GLECP) both serve to certify agencies are practicing good policy and procedure. Recently in 2020, the federal government got into the game of dictating policy to agencies. Executive Order 13,929 which was signed by President Trump states the following in Section Two, “Certification and Credentialing. (a) State and local law enforcement agencies must constantly assess and improve their practices and policies….” (Executive Order 13.929). This was about the use of force policy but it does echo that policy is important. To comply with this executive order you have to be approved through an accrediting body. In Georgia, those bodies are GAPOST and GACP through GLECP. (US. Department of Justice, 2023). The Georgia Law Enforcement Program does mandate in several standards what training must occur and on what basis. Throughout the program, there is training from annual tasks, use of force, to dictating how Field Training should occur. One thing that does not appear in this manual is any mandate for policy concerning the training of new supervisors (GLECP Standards Manual 7 th edition, 2023). Policy can determine how new managers and supervisors transition to their new positions. New front-line managers typically struggle when they move into their new positions. Research has been done that shows this first transition is crucial to the later success of these supervisors. This is tough because first-time managers were generally excellent performers before being promoted. The new transition is not just a change in identity but a major role change as well. This requires the acquisition of a new set of skills and expertise to succeed. These new skills and expertise that are required are not always expected (Faerman, Park 2018). Training policy put in place for prospective managers could ease the transition bringing beter continuity to the organization.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

10 Human resources is a vast topic covering hiring procedures to sexual harassment. One study published in 2019 looked at thirty years of data to help determine if sexual harassment training was effective at lessening sexual harassment claims. This study also looked at the impact sexual harassment training had on the number of female managers in the workplace. The theory that Dobbin and Kalev proposed is that organizations that conducted proper sexual harassment training would see a higher rate of female managers as they would be less likely to quit for reasons related to harassment (Kalev, 2019). It was found that sexual harassment training for employees went from 10% in the 70’s to 80% 30 years later. In that same period, there was a significant jump in female managers as well through all ethnicities. At the beginning of the studied period, women managers made up 16% of the management force. In the end, we see an increase up to nearly 30%. (Kalev, 2019). This data could be an indication that training matters and has positive impacts on the retention of female managers. This particular study also looked at the relationship that who was trained had on the data. Interestingly they found that if managers were the ones who were trained there seemed to be a positive impact on sexual harassment reports. Adversly the report summarizes that if only employees received training then the opposite of the intended effect was true and sexual harassment issues went up. They summarized that telling people what not to do was less effective than empowering their managers with tools to deal with problems when they arise (Kalev, 2019). Sexual harassment is a problem in the workforce. As much as 77% of policewomen identified themselves as being victims of sexual harassment from a male counterpart (Davis, 2023). The article maintains that the “Blue wall of silence” is the issue at hand when it comes to reporting harassment. The data from Kalev suggests that training would help mitigate these

11 issues and empower women in these situations. In the study done by Davis, a panel of female law enforcement officers were surveyed and the overarching theme was that barriers existed in reporting sexual harassment and that police culture contributed to the incidents. There is no noted discussion of training that had ever been conducted in the participant's organizations. A total of 10 billion dollars is spent annually by American employers on sexual harassment training (Goldberg as cited in Huang. 2018). Huang and Roehling point out that this training is largely a symbolic effort to slough off liability if any harassment claim were to occur. They also point out that sexual harassment training is focused on only a few disciplines. There is also a discussion about United States Supreme Court case law about training. The first case is Kolstad V. American Dental Association (1999). This case established that training was a way for employers to demonstrate good faith in preventing harassment. Fragher V. Boca Raton (1998) and Inc. V. Ellerth (1998) were decisions that brought to light the idea that supervisors also need training as an affirmative defense (Huang, 2018). The Commerce Police Department policy manual has a policy for sexual harassment in SOP 17-03-06 Sexual Harassment (CPD Policy Manual, 2023). This policy outlines the steps to take in reporting as well as sexual harassment definitions. The policy does mention a supervisor's responsibility should a report be made. The policy does not mention specific training for new managers or even general employees. A further look at the Commerce City handbook given to all city employees shows that Sexual Harassment is forbidden but once again there is no mention of any sort of further training on the matter. (Commerce City Handbook 2009) Another area within the jurisdiction of human resources would be performance appraisal evaluations. Commerce Police Department policy dictates that,

12 “ Rater training shall be completed by all affected personnel annually. Rater training is to ensure that the performance evaluation will be properly executed and the rating will be based on the reasonable expectations consistent with those of all other supervisors.” The Commerce Police Department is a state-certified agency through the Georgia Association of Chiefs of Police (GACP). The State Certification program entitled Georgia Law Enforcement Certification Program is a best practice of sorts for agencies to follow and be recognized for it. In the 7 th edition standards manual part of the standards that agencies must follow is that they administer rater training for evaluations annually (Georgia Law Enforcement Certification Program). A study conducted by Speer et al. shows that rater training is important for an organization. One aspect that they looked at was rater preparedness they found that managers that had at some point had any type of training were found to be better prepared for evaluations. (Speer 2020). A conclusion that Speer came to was that more frequent training corresponded to raters being more prepared. Their recommendation accordingly stated that companies should participate in training for evaluations (Speer, 2020). The Commerce Police Department is mandated to conduct training for its performance evaluations yearly due to the previously discussed Georgia Law Enforcement Certification Program. The type and thoroughness of this training is not specified so agencies are left to determine what is adequate rater training. The Commerce Police Department conducts rater training in the form of a yearly PowerPoint consisting of three slides amongst several other topics. These slides discuss the use of the evaluations as well as the types of evaluations the department does. The final slide discusses the three categories of rating with a brief sentence

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

13 each for below, meets and exceeds expectations. (Commerce Police Department Critical Tasks Training) Police budgeting discussions have been a hot topic in America. The Pew Research Center conducted two studies that back that up. The same study was conducted in June 2020 and then again in 2021. Respondents were asked how they felt about the police budget and whether it should be increased, decreased, or should stay the same. In 2020 thirty-one percent were in favor of increasing police budgets. In 2021 that number increased to forty-seven percent (Parker, 2021). There is no one-size-fits-all for police budgeting. Departments largely get to request a budget and see if it gets approved. This allows them to set their line items and determine where the money should go. Commerce Police Department has a fiscal year (FY) 23-24 budget set at 2,794,537 with 8,000 (.28%) of that designated for training. (City of Commerce annual budget, 2023) Several other nearby jurisdictions indicate similar numbers. The Toccoa Police Department shows that .21% of their budget is earmarked for training. (City of Toccoa) Johns Creek utilizes .89% of their budget for training (City of Johns Creek) The city of Royston has the highest number (1.3%) of all agencies that had available budgets nearby to the City of Commerce. (City of Royston) Knoke as cited by Truitt states that “ Any institution of higher learning or business whose goals are to survive and prosper in this present day diverse and regressed economy has found it imperative to invest in ongoing training and development”…(Truitt 2011 p.1). The data and surveys suggest that training is important and that police budgets do reflect some level of understanding as money wouldn’t be allocated for it otherwise. Research conducted in China

14 backs up what was stated by Truitt. The research found that those serving as middle managers going through specific training programs achieved higher returns on investment, than those participating in degrees. There was an expectation of those middle managers to advance to senior positions when trained properly. It was determined that they were better equipped to be productive within the organization as well as handle challenging business issues (Govender, 2017) Govender also states that training produces benefits for both parties. The employee values upward mobility, job effectiveness, as well as job satisfaction. When these are increased an organization's value in their human capital will increase which makes them more capable and productive (Govender, 2017). Most organizations have no way to quantify the benefit of training. The only perceptual benefit in many cases is some way to view a change of behavior in the workforce. Organizations are not able to spend to bring training that has no perceptual value. It is suggested that training be based on each job according to the needs of the agency and individuals involved (Farjad, 2012). The International Association of Chiefs of Police (IACP) believes that in general for every dollar agencies spend on training they see a return of ten. They also state that training is one of the most important processes an agency can invest in as it allows them to meet future challenges. Agency heads must be able to justify the costs of training as benefits are not as tangible as some budget line items. Evaluating training participants at different before and after training will give agencies an idea of the benefit of the training taken. (IACP) In the private sector, we see employers understanding that investing in their employees is the way to fill skill gaps which creates a long-term success roadmap. Employees wish for their employers to teach and train them. A LinkedIn study reported on by Hess highlights trends in the

15 private sector. The study found that 94% of employees claimed they would continue with a company if the company facilitated learning. The same study found that over one-quarter of Gen Z and Millennial employees would leave their employer if they didn’t have a chance to grow and learn. Private sector employers are catching on it seems as managers in learning and development are anticipating having more spending power in their category (Hess, 2019). Police budgets are continuing to go up every year to the tune of 8.6%. Even when accounting for inflation that is nearly a 4% increase. Of course, natural population growth will account for some of that. Interestingly though, as populations increase and police forces increase violent crime goes down. In a study of Mesa police officers were asked why budgets and personnel go up yet the crime is down. Their answer was uniformly that they believed they were responding to many more unnecessary calls such as false alarms, animal calls, and minor neighborly disturbances. An answer from chiefs and executives noted wasteful practices. They stated that sometimes there is too heavy a presence at crime scenes as well as officers hanging around incidents that could be handled by fire personnel. Agency heads also noted the extra work of being a social agency for the poor. One chief stated,” We need to reexamine police processes to determine just what requires the armed authority of the state in your living room,” (Fogelsong 2010 p.5). Data is supporting that the rise in budgets has increased performance in certain areas. Citizens of Mesa, Arizona were surveyed in four-year increments and it was found that the perception of safety increased. In ten years, response time for high-priority calls was faster despite a quarter increase in the amount of those calls. With this data, it would certainly show that cities are getting what they pay for in quality of life when the police budgets increase (Fogelsong, 2010).

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

16 Conclusion Policing has entered an era where every agency is competing for limited talent. This has left many smaller agencies in staffing crunches that have an effect throughout the organization. Middle management is one such area affected. Sergeants are being promoted earlier and with less experience out of necessity. Sergeants' behavior trickles down to those underneath them which can greatly impact an agency. Lack of policy means there is no formal training in many cases. Training has been seen as crucial for first-time managers. Studies show that managers who were trained for their new role have easier times transitioning into their new position. Studies also show that the easier time a new manager has transitioning the better their outlook for longevity with the organization. Training is also important as it improves an employee's feelings about importance within the organization. Human resource issues can cause liability for an agency. Managers do not go through specific training regarding any human resource issue. Sexual harassment training for managers has shown to be particularly effective in preventing harassment as managers who are trained in the area can mitigate employee behavior. Proper evaluations are also an area that gets overlooked proper evaluation training is important for employee feedback. Managers who are trained give better evaluations which can only benefit the agency. Budgeting is a critical part of any agency. Data suggests that training does indeed bring a positive return on investment to an agency. Mesa, Arizona was part of a study that quantified areas that improved as the city's budget improved. It proved that investing in your police department brought a positive return to the community.

17 Action Recommended I believe The Commerce Police Department (CPD) has excellent officers throughout the ranks. There are great people with great attitudes and servant hearts. They have been let down by not expecting more of them as leaders. The young and relatively inexperienced front-line supervisor core that the Commerce Police Department can be a great team of leaders. There are a few things the Department could do to improve its leadership and also set a foundation for what is expected of the next group of leaders. The staffing shortage across police has forced CPD to promote officers who 10-20 years ago would not have had the experience and knowledge to be in the positions they are in. This will be an issue as we go forward in policing I believe. We need to understand that and be aggressive when it comes to training these officers. This means sending them as much training as the budget and manpower will allow. We can not simulate 10 years of experience on the job, but we can load them up with as much knowledge as possible to help their decision-making. Studies show that experience does matter to those working under these supervisors. This means we need to them familiarized with as much of the job as possible as we can before they assume their roles. Training facilitates building a network of other law enforcement professionals who can further assist them as they move through the ranks. The Commerce Police Department would also benefit from a policy that mandates new supervisors to go through some sort of leadership training before taking over their new roles. Ideally, this would be in the form of some training such as the management or supervision classes that are made available through the Georgia Public Safety Training Center. Many times we are promoting those who are good individual performers not necessarily the people who will

18 be the best managers of people. The person who writes the best reports or the most tickets might not be the best leader of people the organization has to fill a role. We should also implement an “FTO” period of sorts for new managers. I know in an agency the size of CPD (23 Sworn) this may be tough but I think that it is necessary. It would be imperative for the new supervisor to observe your best leader and they could shadow them for at least two weeks. During this period the new sergeant or corporal would be expected to complete additional online training in Human Resource issues. These issues would include a more in-depth look at how to handle sexual harassment claims as a supervisor. It would not just focus on the behavior to stay from on a personal level, but also what to look for a supervisor to mitigate and possibly report problems as needed. Supervisors are also expected to conduct yearly performance reviews on their subordinates. During this period of “FTO” instruction on performance appraisals should occur. Many new supervisors have never had to do one in their career, so proper instruction on how to do them would benefit them and ultimately the department as a whole. If performance appraisals are not done with an understanding of the standard across the board it will be hard to get an accurate measure of where the personnel in the agency stand. The Commerce Police Department does a fantastic job of utilizing its resources to get the most out of its budget. The department has graduated two from Command College in the last several years with two more currently attending. This has been largely in part by the use of seized assets that the Department has been awarded. The department should keep this trend up and send as many people as it can to Command College. Alternative sources of training should also be attended by members of the agency. There are many task forces and organizations that put on free training that do not require long drives and per diem checks to be cut. If the

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

19 department can utilize these to the fullest then there is no need to increase the training budget or use seized assets. The training budget should still be looked at and an increase is warranted. When compared to other agencies CPD is middle of the road in the line item training budget. There is room and justification to increase this budget. CPD doesn’t need to be the trendsetter and highest on the list of budget allocated but it would be reasonable for the budget to increase. This would allow CPD to send more officers to more training and to more advanced and specialized training that may require travel. From the studies and the accompanying data of the previous articles, CPD would likely see huge benefits if the department enacted the things above. Employee retention and satisfaction would increase along with the service to the community. A tremendous impact can be had without increasing the budget as long as there is an intentional change that occurs within the policy and procedures.

20 Annotated References Andersen, L. B., Bollingtoft, A., Eriksen, T. L. M., & Jacobsen, C. B. “Can leadership training improve organizational effectiveness?” Public Administration Review, Vol 82 Issue 1, p 117-131. This article goes over the benefits of training in organizations. The main idea is a comparison between transformational and transactional leadership. The article explains the benefits of specific leadership training and the knowledge that it imparts to leaders/managers. Brown, L. (2023) “What the United States Could Learn from Norway: Training Police to be Social Workers, Not Warriors.” International and Comparative Law Review , 2023. vol. 30, no. 2, pp. 128–163. This article discusses the differences as it pertains to American policing and a Norwegian model of training. It specifically highlights the difference in having a nationalized police force compared to the vast number of agencies found in America. It goes into detail about the training of new officers and the steps required regarding promotions in Norway. Chopra-McGowan, A (2022) “Effective Employee Development Starts with Managers.” Harvard Business Review. This article cites a study of current trends in how employees feel about training. This article focused on the private sector but the thoughts and experiences I have seen echo this sentiment. It also discusses budgets in training and development are expected to increase. Police agencies need to take note.

21 Commerce Police Department Training Division “ Critical Tasks Training” 2022 This PowerPoint given to me by the training Lieutenant at Commerce Police Department goes over the yearly block of Critical Task training. This training includes over a dozen topics covered quickly in only 59 slides. I wanted to highlight the briefness of the rater training vs what good rater training looks like as discussed in other studies. City of Commerce. City of Commerce Annual Budget FY 2023-2024 This budget shows the line item for Commerce Police Department training. I used to get a percentage of the budget that is designated for training in comparison with other agencies nearby. City of Commerce Georgia Employee Handbook Non-Harassment Policy. Conduct Prohibited. December 2009. I wanted to dive into the city handbook just to make sure I was not missing anything that was asked of city employees that was not put in the policy manual. I found that there was still nothing mandating any sort of training. City of Johns Creek. City of Johns Creek Annual Budget 2024. Johns Creek is a much more affluent area than the previously mentioned ones. This agency also represents the only CALEA-certified agency as well as the biggest by far of the ones I surveyed. I was able to see that their budget percentage was three times higher than the city of Commerce and four times greater than Toccoa. City of Royston. City of Royston FY 23 Proposed Budget.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

22 Royston PD was the smallest agency and budget that I looked at. I have personally spoken with the assistant chief of this agency, and he has stated that they have a small tax base which leads to a small budget. I was very stunned by the amount allotted to agency training. Granted this also included their explorer program. The other agencies did not note if their explorer program was part of their annual training budget. City of Toccoa. The City of Toccoa, Georgia FY 2024 Operating Budget Narrative Summary The city of Toccoa also posts their budget and I wanted to find similar agencies to compare Commerce with to get an idea of the utilization of budgets between them. Commerce Police Department Policy Manual, 17-03-06 Sexual Harassment, January 2018. This is the policy of the Commerce Police Department. This policy discusses sexual harassment from definitions to reporting procedures. Commerce Police Department Policy Manual, 17-04-01.4 Hiring , June 2021. This is the policy directly from The Commerce Police Department. Citation is to show that policy is being correctly referenced. Crane, B. (July-August 2022). “Leadership mindsets: Why new managers fail and what to do about it” Business Horizons, Vol. 65, Issue 4, Pages 447-455. The author discusses why new managers fail and it's largely because we are not correctly identifying leaders. We expect those great individual performers to be able to motivate others to do what they did when they were not in management.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

23 He concludes by finding that organizations that have been able to identify leadership mindsets have been the most successful. Davis, H. Lawrence, S. Poate-Joyner, A. Sweeting, F. & Wilson, E. (2023) “No one likes a grass” Female police officers experience workplace sexual harassment. International Journal of Police Science and Management, Vol. 25(2), Pages 183- 195 This article points to the culprit being police culture and the “blue wall of silence.” I wanted to pick out the exclusion of any mention of training being done in these agencies. There is no mention of no training being completed but it seems these agencies discussed could benefit from some type of training at some level. Dobbin, F. & Kalev, A (2019) “The promise and peril of sexual harassment programs.” Proceedings of the National Academy of Sciences of the United States of America, 116(25), 12255-12260. https://www.jstor.org/stable/26743617 This entry discusses the impacts that sexual harassment training has on employees. More particularly it discusses the impact that it has on female managers. I chose it particularly for my paper because of the obvious benefit that is discussed when it comes to training on a human resource issue. Executive Order No. 13,929, 3 C.F.R. (2020) Trump passed an executive order, seemingly in response, to recent police interactions that were deemed brutal by the public. This was to serve as a way to make sure any police department receiving federal grants would have to go through a certification process to prove they complied with this EO.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

24 Faerman, S. P. Hyun H., P. (January 2019). Becoming a Manager: Learning the Importance of Emotional and Social Competence in Managerial Transitions. “ The American Review of Public Administration.” Vol 49, Issue 1, p. 98-115. The authors discuss management transitions and how front-line managers are not as prepared due to their completely difference expectations of them. It is interesting to see that data supports the idea that if a front-line manager is successful in that role their success with the company is more likely. Farjad, S. (2012) The Evaluation Effectiveness of Training Courses in University by Kirkpatrick Model. Procedia – Social and Behavioral Sciences, Vol 46. P. 2837- 2841. Training effectiveness is hard to quantify and this article attempts to give ways that it can be done. While doing this the entry also acknowledges the issue of cost when it comes to training and organizations are searching for bang for your buck. Fogelsong. T, & Gascon. G. (December 2010) “Making Police More Affordable Managing Costs and Measuring Value in Policing. “ National Institute of Justice” . Fogelsong and Gascon take an in-depth look at the Mesa Police Department. They studied the increase in the budget. They looked at not just personnel but other measurements that could help determine if an increasing budget brought a return of taxpayer dollars. They determined that numerous aspects of the department were made better by the increase in budget such as public satisfaction and response times. I wanted to speak on that to shine a light on the idea that increasing the training budget would be beneficial as well.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

25 Garner, G. W. (2020) “Chapter 4: Leading Your Staff.” Police Chief 101: Practical Advice for the Law Enforcement Leader , Charles C. Thomas, Publisher, Ltd., Springfield, IL, U.S.A. This book is written by a former police chief for police chiefs. He goes into detail about all aspects of the job but in chapter four he specifically speaks on promoting and things that agency heads should avoid. Georgia Association of Chief’s Police (April 2023) “Georgia Law Enforcement Certification Program 7 th edition.” This is the standards manual the Commerce Police Department and other agencies use as their road map when it comes to writing policy and procedure. Georgia Bureau of Investigation. (2019). GBI Special Agent. Georgia Bureau of Investigation . https://gbi.georgia.gov/gbi-special-agent This site lists the qualifications to become a GBI Special Agent including education and Vision requirements. Goodison, S (2022) “Local Police Department Personnel, 2020” U.S. Department of Justice, Office of Justice Programs, Bureau of Justice Statistics. This report goes into great detail about different personnel statistics as it concerns the various law enforcement agencies across the United States. This report is simply a raw collection of data it is not used to interpret police/civilian interactions. Govender, C. & Mara, C. (2017) “ Measuring Return on Investment and Risk in Training – A Business Training Evaluation Model for Managers and Leaders” Acta

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

26 Commercii (2017)– Independent Research Journal in the Management Sciences 17 no. 1 p1-9. Finding specific citations on middle management has proven to be difficult but this article brought forth a specific study done with middle management and showed that training does have a return on investment that makes it worthwhile. Especially concerning your middle managers. Hirschfield, P. (2020). Policing the police: U.S. and European models. Journal of Democracy 31 , no.4 (October 2020): 166-181 While this source reading deals heavily with the setup of police agencies throughout Europe compared to America, it does dig into why American policing is the way that it is. Not just a simple suggestion is given, but a more thoughtful one that discusses the founding of America and how the thoughts and visions of our early citizens would have wanted to establish police and other governmental agencies. Hoggett, J. Redford, P. Toher, D. & White, P. (2019). “Challenges for Police Leadership Identity, Experience, Legitimacy and Direct Entry.” Journal of Police and Criminal Psychology 34 p145-155 (2019) Police agencies are looking for creative ways to fill the ranks. In England and Wales, they have looked at bringing in employees to be managers who have had no prior police experience. This has upset the force who believe it is important for someone to have experience in the unique business of police work. The study dug into the dissatisfaction with the decision and how officers felt about it.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

27 Huang, J. Roehling, M. (2018). “Sexual harassment training effectiveness: an interdisciplinary review and call for research.” Journal of Organizational Behavior Feb 2018, Vol. 39 Issue 2, p134-150 This article discusses that sexual harassment training isn’t necessarily being put to the best use as it is not focused enough on the discipline it is trying to reach. The article then goes into legal issues from Supreme Court decisions and how the court has ruled that training is an affirmative defense that can be used. Training is to also include supervisors not just line-level employees. Orrick, D (N.D.) International Association of Chiefs of Police. “ Best Practices Guide. Budgeting in Small Police Agencies.” This was a best practices guide prepared by the IACP on budgeting for smaller agencies. A brief discussion on the merits of training can be found. The idea of the return on investment being ten-fold is something that I couldn’t track down and multiple other articles would only link me back to the IACP source that I used here. Parker, K., & Hurst, K. (2021, October 26). A growing share of Americans say they want more spending on police in their area. Retrieved November 20, 2023, from https://www.pewresearch.org/short-reads/2021/10/26/growing-share-of- americans-say-they-want-more-spending-on-police-in-their-area/ This Pew research article discusses the trend of wanting an increase in police spending for their police forces. This trend is also coupled with a sharp decrease in the “defund the police” movement. The numbers show a sharp decrease in that sentiment. There is no speculation as to why this is in the article.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

28 Rodriguez, J. & Walters, K (2017) “The importance of training and development in employee performance and evaluation.” International Journal 3(10) Pages 206- 212. The authors delve into how training is crucial to employees. They outline the good that proper training will do such as retention and involvement within the agency all increasing with training. They also go into detail on ways to conceptualize employee performance. Truitt, D. L. (2011). “The effect of training and development on Employee attitude as it relates to training and work proficiency” SAGE Open, 1(3) Pages 1-13 Employee attitudes toward training and work proficiency are the focus of the article. There is a lot of hard data in the article discussing the attitude of employees based on how effective they deemed the training provided to be. U.S. Department of Justice. “ List of Designated Independent Credentialing Bodies Attachment A” Assessed Nov. 2023. A simple list to determine which accrediting body can be used for DOJ purposes for Executive Order 13,929. Wexler, C. (2018) “Promoting Excellence in First-line Supervision: New Approaches to Selection, Training, and Leadership Development.” Police Executive Research Forum. This article/report is filled with information regarding front-line supervision within agencies and specifically how those expectations have changed over the years. Of particular interest to me was the time that was considered to be

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

29 appropriate for officers to be a sergeant and how those opinions lined up without practice at the Commerce Police Department.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

mod 7 paper adam king

Related Documents