Case Studies with Questions and Answers
Chapter 07: Evaluating, Appraising and Assessing Performance
Sergeant Miller has just been given the responsibility of conducting performance evaluations during the 3 − 11 shift. As a first line supervisor, Sergeant Miller possesses a great deal of familiarity with many of the officers who work under his command. Out of the 28 officers that serve under his command, 16 were individually trained by Sergeant Miller during the first few weeks of their employment. In addition, many of the officers live in the same general area where Sergeant Miller currently lives. Despite his experience as a supervisor, he is not looking forward to the task of evaluating officers. For Sergeant Miller, this uncomfortable and necessary task is synonymous with tension, awkwardness, appeals, and employee dissatisfaction. When supervisors advise officers that employee evaluations will take place, it seems as if the entire department exhibits a different (and apprehensive) atmosphere. Instead of light humor and camaraderie among personnel, there is a sense of fear and sobriety that is both obvious and disappointing.