Police officer performance appraisal systems: How good are they?

Constables, sergeants, and staff sergeants (n=393) representing 15 municipal Canadian police departments completed a survey in which they reported about their organizations’ performance appraisal practices. In general, the officers’ responses suggested that their organizations’ performance appraisal systems were deficient with respect to well‐established key components of performance appraisal. Most officers indicated that they, for example, had little or no opportunity for input, did not receive informal feedback on a regular basis, received evaluations that were based on personal traits (as opposed to performance criteria), and their appraisals did not to lead to improved job performance or the identification of career development objectives. Also, the vast majority of officers indicated that supervisors received little or no training. In addition to emphasizing the need for improved supervisor training, the discussion focused on the negative consequences of inadequate performance appraisal at the individual level (e.g. employee development) and the organizational level (e.g. poor utilization of resources and undermining other systems and organizational change strategies).