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LEA 21 Law Enforcement Organization and Administration
Chapter 1
INTRODUCTION
Objectives: At the end of the lesson, the students should be able to:
- Discuss the origin of the word “police” and how it was
synonymous called law enforcement.
- Explain the theories and concepts of police service; and
- Describe the basic police functions and their activities
Law enforcement is an activity of government agencies that act in an
organized manner to enforce the law by discovering, deterring, rehabilitating,
or punishing persons who violate the rules and norms governing that society.
However, as society evolves, it is most frequently applied to those who
directly engage in crime prevention, crime control, and maintenance of peace
and order, typically carried out by the police or another law enforcement
organization with particular or specific legal mandates to enforce the law.
Hence, law enforcement is called the police.
A. ORIGIN AND DEFINITION OF THE WORD “POLICE”
The word “POLICE” has originated from the Greek word POLITEIA,
which means “a government of a city”, the Romans borrowed the word
modifying it to POLITIA, adopting its meaning. It was used by the Middle-
French word PORICE, which means “public order assured by the State.
Modern usage of “police” as the “civil responsible for maintaining
public order and enforcing the law” came only into recorded use in the
English language in 1978 when the Marine Police was established to protect
merchant shipping on the River Thames in London.
POLICE – a body armed men, which as an institution, can exercise its duties
by armed physical forces to preserve peace and order, detection of
crime, and the execution of laws.
B. FUNDAMENTAL THEORIES OF POLICE SERVICE
1. Continental Theory – the police officers are considered servants of
the higher authorities, and the people have little or no share at all in
their duties, nor any direct connection with them.
2. Home Rule Theory – policemen are considered servants of the
Community, who depend on the effectiveness of their functions upon
the express wishes of the people. In this theory, policemen are civil
employees whose primary duty is to preserve public peace and
security.
C. CONCEPTS OF POLICE SERVICE
1. Old Concept – the police are looked upon as merely repressive
machinery. This means that placing more people in jail rather than
keeping them out of jail. Punishment is the only instrument of crime
control, and the yardstick of police efficiency is more on the arrest.

2. Modern Concept – considers the police service as an organ of crime
prevention. Its activities include certain aspects of social services and
have for its objectives the welfare of the individual and society. The
yardstick of police efficiency is the absence of crime
D. POLICE OBJECTIVES
1. To make sure there is an order in the Community;
2. To protect the lives and limbs of every member of the Community;
3. To protect the properties of the citizenry; and
4. To render appropriate assistance to other government offices
concerned
E. BASIC POLICE FUNCTIONS
1. Crime Prevention – it is directed at the elimination or reduction of the
desire to commit a crime. Crime prevention must be coordinated very
closely with other agencies such as the criminal justice system or other
sectors of society.
2. Crime Control – refers to the control or neutralization of criminal
activity. The key to crime control is proper enforcement of the Revised
Penal Code and Special Penal Laws governing criminal acts.
3. Regulations or Control of Non-Criminal Conduct – it is done by
enforcing the rules and regulations and ordinances all aimed at
achieving a desired uniform standard of activity among members of
society
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F. THREE (3) GENERAL CATEGORIES OF POLICE ACTIVITIES
1. Primary, Line, or Operation Police Functions – refers to the
activities such as patrol work, traffic control/management, criminal
investigation, and juvenile and vice control. Sometimes, intelligence is
classified as a line function. The accomplishment of these primary
tasks should achieve the police objectives.
2. Secondary, Auxiliary, or Service Functions – these take the charge
of transportation, communication, property supply, records, laboratory,
jail or custody maintenance, and identification. These tasks shall assist
and effectively support the primary tasks in the accomplishment of the
police objectives.
3. Administrative or Managerial Functions – these include personnel,
intelligence, inspection, planning activities, budgeting, training and
public relations. These tasks should assist and effectively support the
primary and secondary police tasks attaining police objectives
POLICE TERMINOLOGIES OR JARGONS
Organization
- a group of people who work together in an organized way for a
shared purpose.
- form of human association for the attainment of a goal or
objective.
Administration

- the determination of objectives and major policies of an
organization.
Police Administration
- an organizational process concerned with the implementation of
the objectives and plans, and internal operating efficiency of the
police organization
- otherwise known as police in action, the cooperative human effort
to achieve the purpose of the Criminal Justice System.
Police Organization
- a group of trained personnel in the field of public safety
administration engaged in the achievement of goals and objectives
that promotes the maintenance of peace and order, protection of
life and property, enforcement of the laws and the prevention of
crimes.
Law Enforcement Agency
- pertains to the organization responsible for enforcing the laws. The
collective term for professionals who are dedicated to upholding
and enforcing the laws and statutes that are currently in force in a
given jurisdiction.
Organize
- To form a police unit for the purpose of accomplishing a common
objective.
- To arrange systematically a group of police unit/s.
Organizing
- The act of systematically arranging police units in hierarchical
order to perform specific functions thus achieve desired objectives.
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Manage
- To direct or conduct the affairs or interests of various police units.
- To control the direction, operation, and business of a police unit or
the police organization as a whole.
Police Management
- The art or manner of administering, controlling, or handling all the
various aspects of the police organization.
- The skillful use of means to accomplish the task, purpose or
objective of a police unit or organization.
Police Politics
- The study of public administration or affairs of the government in
relation to police matters
- Maneuvering for power within the police organization
Police Power
- The power of the government to impose what is considered
reasonable restriction on the liberties of its citizens for the
maintenance of public order and safety.
- Legally speaking, it is the power of the government to enact laws
and regulations relative to persons and property that may promote
public health, public morals, public safety and the general welfare
and convenience of the people.
Police Accountability
- The inherent responsibility of the police organization to be
answerable for the misconduct committed by its members.
- It is the legal responsibility of the police officers to face any
consequence that may arise while exercising their powers, duties,
and functions.
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Sworn Officer - The period when an officer is actively engaged in the performance
- Personnel of the police department who took his oath of office and of his duty.
thus possesses the power to arrest.

Superior Officer Special Duty

- An officer having supervisory responsibilities (either temporary or - It is the form duty requiring an officer to be excused from the
permanent) over an officer of lower rank. performance of his active regular duty.

Subordinate Off-duty
- An officer belonging to the lower or inferior rank. - The nature of which the police officer is free from specific routine
duty.
Commanding Officer
- An officer who is in the command of a police department, bureau, Leave of Absence
division, district, or area/station. - A specified period during which an officer is excused from active
duty or direct participation in police work.
Ranking Officer
- An officer having the more senior/higher rank in a team or group Sick Leave
of police officers. - A period wherein an officer is excused from active duty by reason
of illness or injury
Commissioned Officer (PCO)
- A police officer with a rank of police inspector and higher. Suspension
- A consequence of an act that temporarily deprives an officer from
Non-Commissioned Officer (PNCO) the privilege of performing his duties as a result of violating a
- A police officer with a rank of a Senior Police IV and lower. directive or other departmental regulation.

Length of Service Duty Manual

- The period of time that has elapsed since the oath of office was - A book of instruction that describes the procedures and defines the
administered to an officer; previous active services maybe included duties of officers designed to a specified post or position.
or added.

On-duty/Active Duty

Chapter 2
ORGANIZATION AND ADMINISTRATION
CONCEPTS AND PRINCIPLES
Objectives: At the end of the lesson, the students will be able to:
 State the fundamental concepts and principles of an organization
 Differentiate types of organizational structures
 Apply basic organizational principles on the law enforcement or
police organization functions and activities
 Discuss basic police administration and management functions;
and
 Distinguish law enforcement/police organizations from other
organizations
Law enforcement or police organization is a unique organization.
Police or law enforcement officers handle a wide range of roles and tasks. The
diversity of roles and tasks is shown by their service role of attending to
citizen’s various complaints and the contrasting law enforcement role of
solving crimes. Although the police are typically evaluated on their response
to crime through the law enforcement role of investigation and arrest, they are
also expected to provide a wide range of services such as assisting citizens and
providing information. These service calls represent a large part of a police
officer’s job.
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Police officers have the authority to arrest and use deadly force when
necessary to enforce the criminal law. Citizens have given up the right to
resolve criminal conflicts forcefully and have delegated this right and the
resultant authority to the police and the criminal justice system. In return, it is
expected that the police apply this authority consistently and fairly.
Police agencies, in many communities, are among the very few public
institutions expected to operate 24 hours a day, 7 days a week, every day of
the year.
A. CONCEPT OF ORGANIZATION
A consciously coordinated social entity with a relatively identifiable
boundary that functions on a relatively continuous basis to achieve a common
goal or set of goals.
B. THE ORGANIZATIONAL CHART
A graphic view of the organization’s general structure of work and
work relationships.
Uses of Organizational Chart:
1. To understand the command relationships;
2. To better understand roles and position in the organization; and
3. As training aid of the personnel
C. ORGANIZATIONAL STRUCTURE
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2. Line and Staff – it refers to the audition of support functions to the line.
A mechanical method indicates the relationships between the various The line is supplemented by the staff, which gives advice
workers, workgroups, and functions within an organization. and assistance to the line in carrying out its objectives.

3. Functional – this modified line and staff structure are modified by

Types of Organizational Structures

1. Line/Military – it is the oldest, simplest, and clearest form of

organizational structure. Authority flows from the top to
the bottom in a clear and unbroken line called “SCALAR
CHAIN”, wherein all operations and functions are
included.

delegating management authority to personnel outside the normal span of

control.
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4. Matrix – it is the process of assigning personnel from functional areas such

as patrol, detectives support services, etc., to specific projects (task 3. Span of Control – it is the extent of direction, coordination, and control
forces), crime specific problems, and/or internal security. over immediate subordinates. The span of control over
personnel or units shall not be more than what he can
effectively direct and coordinate.

D. 4. Unity of Command – each individual, unit, or situation shall be under the

immediate control of one and only one person.

5. Chain of Command – it refers to the line or chain of superiors from top to

bottom.

6. Delegation of Authority – it is the division of tasks of command among

the officers of the various units.

7. Integration and Coordination – it is the efforts of the different units that

must be coordinated and integrated to accomplish
harmonious progress towards the primary
objectives of the office.

8. Command Responsibility – it means the commander is directly

responsible for any act or omission of his
PRINCIPLE OF ORGANIZATION APPLICABLE TO LAW subordinates concerning the performance of their
ENFORCEMENT ORGANIZATION official duties.

1. Division of Work – according to some logical plan, it is an apportioning of 9. Principle of Hierarchy – it requires that a higher level supervises each
works or tasks among the various units or groups. lower level in the organization.

2. Delineation of Responsibility – it refers to the lines of authority, and

responsibility should be made as definite and direct as
possible so that responsibility may properly be fixed
and duplication avoided. E. POLICE ADMINISTRATION AND MANAGEMENT

Definitions
Police Administration – it refers to the police organization’s direction
or a part of it. Thus, and the use of its resources in such a manner to carry out
its functions efficiently. It is the general managing and organizing that occurs
at the highest level of an organization.
Police Management – it is an act, art, or manner of administering,
controlling or conducting a police unit or organization. The second component
within the administrations delas with the administrators, middle managers, and
supervisors’ processes to give an organization direction and influence people
to work toward organizational goals.
F. ROLE OF POLICE ADMINISTRATORS
1. Planning – the process of combining all aspects of the public safety activity
and the realistic anticipation of future problems, the analysis of
strategy, and the correlation of strategy of detail. It is the
process of determining what is to be accomplished (goals) and
how to be accomplished.
2. Organizing – a process is done in structuring a workgroup into components
to establish workable channels of intragroup communication
in the performance of an assigned task or tasks. The
application of organizational principles in determining the
department’s formal organizations, including chain of
command, job specialization, and how various units are
coordinated.
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3. Staffing – it refers to the bringing in and out of personnel, training, and
maintaining the staff in the favorable conditions of work. It also
includes filling in the organization with the right people in the
right job. This personnel function focuses on recruitment,
training, placement, and police uniform and non-uniform
personnel promotion.
4. Directing – it refers to order, commanding, instructing, and superintending
the subordinates. This role provides direction to employees in
terms of policies and orders.
5. Coordinating – it refers to the process of communicating and harmonizing
activities with other units, including in some cases,
agencies outside the police department, and interrelating
the numerous component units within the organization to
ensure goal accomplishment.
6. Reporting – keeping the superior informed of what is going on in the
organization includes keeping himself and his subordinates
informed through records, research, and inspections. It may be
in the form of verbal and written directives, records, and
inspections.
7. Budgeting – it is the process of fiscal planning, accounting, and control to
ensure the department has the resources necessary to pursue
goals and objectives.

OTHER PRINCIPLES OF POLICE ORGANIZATION
Grouping of Similar Task
Tasks, similar or related in purpose, process, method, or clientele,
should be grouped together in one or more units under the control of one
person. Whenever, practicable, every function of the police force shall be
assigned to a unit.
a. According to Function – the force should be organized primarily
according to the nature of the basis to be performed. It should be
divided into groups so that similar and related duties may be assigned
to each.
b. According to Time Frame – the elements are divided into many shifts
or watches according to the time of the day. This is the most
elementary form of police organization. Any large functional unit can
also be organized according to time if the demand exists.
c. According to Place of Work – a territorial distribution of a platoon,
accomplished by assigning patrolman on beats, is necessary to
facilitate the direction and control of the officers and to ensure suitable
patrol service at every point within the jurisdiction.
d. According to Level of Authority – a police department is always
divided according to the level of authority. Vertical combinations
superior officers, with each rank at a different level of authority from
any other, from channels through which operations may be directed
and controlled can be adopted in certain cases to ensure coordination.
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FUNCTIONS IN A POLICE ORGANIZATION
1. Primary or Line Function – functions that carry out the major
purposes of the organization, delivering the services and dealing
directly with the public.
2. Staff/Administrative Functions – functions that are designed to
support the line functions and assist in the performance of the line
functions.
3. Auxiliary Functions – functions involving the logistical operations of
the organization
UNITS IN A POLICE ORGANIZATION
1. Operational Units – those that perform primary or line functions
2. Administrative Units – those that perform the administrative
functions.
3. Service Units – those that perform auxiliary functions
Management Level Roles
Management roles in the law enforcement or police organization
resemble a military structure with the following management levels:
1. Administrators (Chief, Assistant Chief, Majors);
2. Commanders or midlevel managers (captains, lieutenants);
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3. Supervisors (sergeants) degree of customer participation; distinguished by timing; and is labor-

intensive.
These roles, however, are changing; managers are no longer
8. Requires a distinctive management style.
considered taskmasters-concerned solely with work. It changes into two types:
people and task orientation; and mission and goal orientation. Likewise,
managers clarify tasks and guide the employees to function effectively. The
depth of involvement gives each a distinct orientation.

How Law Enforcement/Police Organization Differ from Other

Organizations

1. Police organizations differ from all other organizations because only

the police possess legitimate arrest power and authority within our
society. This responsibility results in police officers performing a
variety of tasks and meeting the need for services continuously.

2. Public organizations exist within a political environment.

3. It has no profit motive, and it is involved in providing services as

opposed to goods.

4. The existence of bureaucratic government rules and regulations

stymies creativity and flexibility.

5. It has limited, inflexible resources.

6. It must answer to its many and diverse citizens.

7. It is service-oriented and thus faces five virtually nonexistent problems

in the manufacturing sector, such as; provides an intangible product;
built-in flexibility for responding to differing service needs; a higher

Chapter 3
PRINCIPLES OF POLICE SUPERVISION
Objectives: At the end of the lesson, the student will be able to:
1. Explain the responsibilities of a police supervisor;
2. Differentiate types of leadership and apply basic attributes of a
good police leader;
3. Distinguish two forms of police discipline;
4. Classify the police (PNP) disciplinary machinery; and
5. Explain the process of building and maintaining police morale.
Police supervisors hold many obligations. They manage police staff,
coordinate training, and provide guidance and assistance to the people they
supervised when necessary. They also assign cases to staff members. To get
things done, the supervisor must exercise effective leadership to his
subordinates. Leadership in the law enforcement organization is the most
important part of its success. A leader should have the ability to influence
others to get things done. Effective leadership builds morale in an
organization, successfully prosecutes crime, defense from liability, and
improves an organization’s level of trust and participation with the
communities it serves.
Police leadership and supervision is designed to help maximize
leadership with the officers being supervised, and strengthen relationships
with those around.
On the other hand, part of police supervisors’ and leaders’
responsibilities is to ensure that their subordinates do their tasks properly,
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appropriately, and legally. Hence, they are bound to maintain well-disciplined
men and women under their watch. In case of violation, they are armed with
the disciplinary system to be used when needed.
This chapter navigates the role and responsibilities of a police
supervisor, police leadership and basic leadership styles, police discipline, the
PNP disciplinary system, and the building of police morale.
A. THE POLICE SUPERVISOR
In its generic sense, it refers to a person in charge of setting goals for
performance and deadlines in ways that comply with the organization’s plans
and vision.
In its strict sense, it refers to a person in charge of organizing the
workflow. It ensures the subordinates understand their duties or delegated
tasks, monitors productivity, and provides feedback and coaching.
Basic Responsibilities of the Police Supervisor
1. Direction
2. Creation of a suitable working climate
3. Employee development
4. Self-development
B. POLICE LEADERSHIP
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An activity of influencing people to work harmoniously toward some 3. They are result-oriented
goals which they come to find desirable. Also, the ability to obtain from each
4. Know their strengths and the strengths of those who work for them.
member of the force the highest quality of service he can render.
More importantly, they build on these strengths.
The process by which an individual can influence others to willingly
5. They do not spread themselves too thin. They concentrate on few areas
make their best effort to achieve the organization’s goals.
in which outstanding results can be obtained.
6. They are effective decision-makers. They realize that decision-making
Leadership Styles
is a matter of following proven system.
1. Autocratic – the superior assumes full responsibility for all actions and
seeks obedience from the group in the following out of orders.
He determines all policies and considers decision-making to C. DISCIPLINE
be a one-man operation.
Basic Concepts and Principles on Discipline
2. Democratic – the superior draws ideas and suggestions from his group
employing discussion; the staff is encouraged to decide
Discipline is derived from the root word “Disciple”, meaning
policy, methods, goals, etc.
“follower or student” Thus, discipline is a two-sided coin-Positive and
Negative Discipline.
3. Free-Rein – the superior is more or less an information booth. He plays
down his role in the group’s activities; he mainly provides
Forms of Positive Discipline
materials and information, together with minimum control.
1. Formal training
4. Laissez-faire – the leader interferes very little with workers. Productivity
and morale suffer, and unofficial leaders emerge to fill the void. 2. On-the-job training
3. Corrective interviews
Attributes of a Good Leader 4. Counseling

1. They manage time effectively Forms of Negative Discipline

2. They delegate matters that do not require their attention
1. Oral reprimand or warning
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2. Written reprimand
3. Loss of assignment
The PNP Disciplinary System
4. Loss of accrued time
Offenses Subjected to Police Administrative Disciplinary System
5. Suspension without pay
6. Suspension without pay followed by a probationary period 1. Citizen’s Complaints – a formal charge initiated by a natural or juridical
person or his/its duly authorized representative or
7. Fines
guardian on account of an injury, damage, or
8. Demotion disturbance sustained due to irregular or illegal act or
omission of a PNP member.
9. Termination
10. Judicial action 2. Breach of Internal Discipline – any offense committed by a member of the
PNP involving minor offense and affecting order and
discipline within the police organization.
The “Hot-Stove Rule” in Discipline
3. Summary Dismissal Cases – with notice and without notice.
Propounded by Douglas McGregor, it suggests that in disciplining
erring subordinates, the disciplinary action should be immediate, with a
warning, consistent and impersonal. Administrative Offenses Covered by the Disciplinary System

1. Neglect of duty or nonfeasance

Steps in the Application of “Hot-Stove Rule”
2. Irregularities in the performance of duty or misfeasance
1. Immediate investigation of the offense must be done to determine the 3. Misconduct or malfeasance
facts 4. Incompetence
2. Previous warning 5. Oppression
3. Consistency 6. Dishonesty
4. Disciplinary action must be impersonal 7. Disloyalty to the government

Acts Constituting BREACH OF DISCIPLINE in the PNP:
1. Simple misconduct and negligence
2. Insubordination
3. Frequent absences or tardiness
4. Habitual drunkenness
5. Gambling prohibited by law
Summary Dismissal Cases
1. With Due Notice and Summary Hearing
1.1 When the charge is serious, and evidence of guilt is strong.
1.2 When the respondent police officer is a recidivist or has been
repeatedly charged, and there are reasonable grounds to believe
that he is guilty of the charges.
1.3 When the respondent police officer is guilty of a serious offense
involving conduct unbecoming of a police officer.
2. Immediate Dismissal – when, the PNP Officer, goes on the absence
without leave (AWOL) for a continuous period of thirty (30) days or
more.
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Disciplinary Authorities ON CITIZEN’S COMPLAINTS
1. Chief of Police – offense is punishable by withholding privileges,
restriction to specified limits, suspension or forfeiture of
salary, or any combination thereof, for a period not
exceeding fifteen (15) days.
2. Mayors of Cities or Municipalities – the offense is punishable by the
withholding of privileges, restriction to specified limits,
suspension or forfeiture of salary, or any combination
thereof, for not less than sixteen (16) days but not
exceeding thirty (30) days
3. People’s Law Enforcement Board (PLEB) – offense is punishable by
withholding privileges, restricting specified limits,
suspension or forfeiture of salary, or any combination
thereof, for a period exceeding thirty (30) days; demotion
or by dismissal from the service.
Disciplinary Authorities on BREACH OF INTERNAL DISCIPLINE
1. Chiefs of Police or Equivalent Supervisors – the imposable penalty
is a warning; reprimand; restriction to specified limits; withholding of
privileges; forfeiture of salary or suspension; or any combination
thereof: Provided, that in all cases, the total period shall not exceed
fifteen (15) days.
2. Provincial Directors or Equivalent Supervisors – the imposable
penalty is warning or reprimand; restrictive custody; withholding of
privileges; forfeiture of salary or suspension; or any combination of a
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foregoing: Provided, that in all cases, the total period shall not exceed
thirty (30) days.
3. Regional Directors of Equivalent Supervisors – offense(s) is
punishable by dismissal from the service, warning or reprimand; Regional Appellate Board (RAB)
restrictive custody; withholding of privileges; suspension or forfeiture
of salary; demotion; or a combination of the foregoing: Provided that Composition of the RAB
in all cases. The total period shall not exceed sixty (60) days.
1. Senior Officer of the NAPOLCOM Regional Office – Chairperson
4. Chief of the PNP – offense(s) is punishable by dismissal from the
service, demotion, suspension, or forfeiture of salary, or any 2. One (1) representative each from the PNP-Member (term of 3
combination thereof for a period not exceeding one hundred eighty years)
(180) days. Restrictive custody during the pendency of a grave
administrative or criminal case against the erring police officer. 3. Regional Peace and Order Council – Member (term of 3 years)

Disciplining Authorities on SUMMARY DISMISSAL CASES Cases Appealable to the RAB

1. National Police Commission (NAPOLCOM) 1. Decisions of the PLEB where the penalty is DEMOTION OR
DISMISSAL from the service;
2. PNP Chief
3. PNP Regional Directors 2. Decisions of the PNP Regional Director or equivalent supervisor,
where the penalty imposed is DEMOTION OR DISMISSAL from the
service;
Disciplinary Appellate Boards/Bodies
3. Decisions of City and Municipal Mayors in cases falling within their
1. Regional Appellate Board (RAB) and National Appellate Board respective jurisdictions; and
(NAB) of the National Police Commission (NAPOLCOM)
4. Disciplinary recommendations of the Regional IAS were not acted
2. Secretary of the Department of Interior and Local Government upon by the PNP Regional Director or equivalent supervisor within
(SDILG) thirty (30) days from submission by the Regional IAS, where the
recommended penalty is DEMOTION OR DISMISSAL from the
3. Civil Service Commission (CSC) service.

Effect of the Failure of RAB to Decide on Appeal Cases within the
Reglementary Period of 60days
1. The decision of the disciplinary authority shall become final without
prejudice to the filing of an appeal by the party adversely affected to
the SILG;
2. The RAB concerned shall automatically make a written explanation to
the NAPOLCOM en Banc on its failure to do so; and
3. The NAPOLCOM en Banc shall order the conduct of investigative
concerned if it appears from the explanation that evident neglect of
duty was committed.
National Appellate Board (NAB)
Preventive Suspension
Composition of the NAB:
1. Vice-chairperson and Executive Officer-Chairperson
2. Four (4) Regular Commissioners
Cases Appealable to the NAB:
1. Decisions of the Chief, PNP where the penalty imposed is
DEMOTION OR DISMISSAL from the service.
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2. Disciplinary recommendations of the Inspector General, IAS that
were not acted upon by the Chief, PNP within thirty (30) days
from submission by the Inspector General, IAS where the
recommendation penalty is DEMOTION OR DISMISSAL; and
3. The decision of the Inspector General affirming the Resolution of
the Regional IAS, dismissing the complaint about lack of probable
cause.
Cases Appealable to Secretary to the DILG:
Decisions of the NAB and RAB
Cases Appealable to the CSC:
1. Decisions of the SILG in the exercise of its appellate jurisdiction
2. Decisions of the NAPOLCOM en Banc as summary dismissal
authority
When: Upon motion of the complainant at any time after a case is
formally filed but before the presentation of complainant’s
evidence is terminated.
Period: not exceeding ninety (90) days
Grounds/Circumstances:
1. Preventive Suspension by the Disciplinary Authority

1.1 The charge is grave, and the evidence of guilt is strong; or
1.2 Evidence shows that the respondent exerts effort to harass,
intimidate, coerce, or unduly influence the complainant or
his/her witnesses into withdrawing his complaint or retracting
his sworn statement or that of his witness against the
respondent, or tampering with the evidence.
2. Preventive Suspension Upon Request by the PLEB
2.1 The respondent refuses to heed the PLEB’s summons or
subpoena
2.2 The PNP personnel has been charged with offenses involving
bodily harm or grave threats.
2.3 The respondent is in a position to tamper with the evidence.
2.4 The respondent is in a position to unduly influence the
witnesses
D. ORDER GIVING
Classification of Orders
1. Command or direct orders
2. Request orders
3. Implied orders
4. Call for volunteers
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E. PNP Complaints and Grievance System
Complaint – a verbal or written expression of the feeling of dissatisfaction
with some aspects of personnel working conditions, relationships
of status which are beyond the capacity of the PNP members to
change or control unilaterally.
Grievance – in the first instance and the employee’s/subordinate’s opinion, a
complaint in writing has been ignored, overridden, or dropped
without consideration.
Grievance Procedure – the method of determining and finding the best way
to remedy the specific cause or causes of a complaint or
grievance and the system to ensure the adjudication of such.
Four-Step Approach in Handling Grievances
1. Receive the grievance properly
2. Gather the necessary facts
3. Make a decision, and implement it
4. Take follow-up action
Complaints and Grievance Policy (NAPOLCOM MC No.93-021)
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PNP uniformed personnel shall the right to present complaints and/or

grievances to the management and have them settled as expeditiously as
possible in the best interest of the employee concerned, the PNP organization,
and the government as a whole. Towards this end, the PNP management shall
ensure the fair, speedy and equitable settlement of employee complaints F. BUILDING AND MAINTAINING POLICE OFFICER’S MORALE
and/or grievances according to approved rules and procedures.
Morale – a state of mind which reflects the degree to which a member
of an organization has confidence in the organization and the other members
Scope of Complaints and Grievance Machinery of his workgroup. Also, a reflection of the degree to which an employee
believes in its objectives and desires to accomplish them.
PNP Complaints and Grievance Machinery cover grievances on
uniformed PNP personnel against: Factors that Affect Morale

1. Peers 1. Quality of Leadership

2. Supervisors and subordinates of parallel units 2. Salary levels and other renumeration received by employees,
including fringe benefits
3. Rule/Circulars and implementation
3. Levels of discipline in the organization
4. Quality of supervision received
Matters/Issues Covered by Complaints and Grievance Machinery
5. Opportunity for individual growth and promotion
1. Implementation of policies, practices, and procedures 6. Working condition in general
2. Exercise of discretion
3. Favoritism or improper placements or assignments or transfer Criteria in Measuring Morale
4. Conferment/giving of recommendations and awards, promotions,
salary increases 1. Quality and quantity of work performed
5. Working conditions
2. Absentee rates
6. Tools and equipment
7. Any other similar and significant matters that may cause 3. The volume of negative disciplinary actions
employee/subordinate
4. Number of grievances reported
8. Dissatisfaction
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5. Group cohesiveness
6. The general appearance of personnel
7. Accident rates
8. Attitudes toward the leadership and goals of the group
Strategies in Building Morale

1. Administer discipline fairly and impartially

2. Praise employees in public, and criticize them in private.
3. Always recognize good performance
4. Provide employees with an opportunity for individual growth
5. When possible, explain the reasons for department policies and
procedures
6. Distribute work fairly and equitably.