POLICE PERSONNEL

AND RECORDS
MANAGEMENT
PERSONNEL MANAGERS RESPONSIBILITY

Planner - he must be an expert in planning operational activities and methods. He must be

capable of inspecting work systems, conducting studies, analyzing data, and developing
matured recommendations for constructive changes in organization and operation when
necessary.

Trainer - the best supervisors develop their abilities to train their subordinates to be efficient
and effective producers who gain satisfaction from their work.

Controller - every supervisor worthy of the name must learn how to control his subordinates
properly. He must make proper follow-ups to determine that rules and regulations have been
followed and orders properly executed.
 PERSONNEL MANAGER RESPONSIBILITY

Personnel officer - the supervisory officer should strive to assign his men as scientifically as
possible to the position for which they are best suited and to the places they are most needed.

Decision Maker - one of the primary function of the supervisor is that of decision making.
When he makes decision, he often helps shape the policy for the organization. If a decision is
not indicated, he must not vacillate. A bad decision is sometimes better than none at all. When
it affects others, it should be communicated to them clearly and simply to prevent
misunderstanding and resistance.
 PERSONNEL MANAGER RESPONSIBILITY

Motivating employees - unless the subordinates agree with the objectives of their organization
and believe that they are attainable, they won’t be able to commit themselves to them. The
effective supervisor will recognize the difference between giving subordinates a desire to
produce well because of high job satisfaction and trying to force them to do so, deviously or
otherwise. This is motivation versus manipulation.

Leadership Responsibilities - a major responsibility of every supervisor is to provide leadership

for the men and women under him. To become a good leader he must possess those traits of
honor, courage and vitality.
 PERSONNEL MANAGER’S FUNCTION

The major duties of the personnel manager in the police organization differ only in degree from
those of police executives as described by the acronym words POSDCORB which stands for
the following activities:

Planning - this is the process of working out in broad outline the things that need to be done
and methods for doing them to accomplish the purpose swt for enterprises. The objective is to
create a favorable climate for human resources.

Organizing - this is the establishment of the formal structure of authority through which
subdivisions are arranged, and coordinated for the defined objective, goal and purpose. It
establishes lines of responsibility and communication.
 POSDCORB

Staffing - this os the whole personnel function of bringing in and training the staff and
maintaining favorable conditions of work inside and outside organization. Personal contact and
persuasion that an organization is a good place to work is a proven mean of recruitment which
should be stressed by the police manager.

Directing - this is continuous task of making decisions and embodying them in specific and
general orders and instructions and serving as the leader of enterprise. The function of
providing direction to police personnel and control of their activities is one which consumes
much of the personnel manager’s time.

Coordinating - this is the all-important duty of inter-relating the various parts of the work.
Perhaps no function of personnel management is less expandable than that of coordination of
human efforts and activities to ensure the unity of action of all organizational units from top to
bottom.
 POSDCORB

Reporting - this is keeping those to whom the executive is responsible, informed as to what is
going on, which thus includes keeping himself and his employees informed through records,
research and inspection

Budgeting - this is all that goes with budgeting in the form of fiscal planning, accounting and
control. This also refers to such, matters as budget preparation, and use and control of funds
allotted for personnel, equipment and supplies.
PRINCIPLES OF PERSONNEL MANAGEMENT

There are also important principles of personnel management which are very useful to the
managers in the stewardship of the organization. They are:

Division of work - organizational structure is established to designate how work is to be

divided among the various components of the establishment. Regardless of what basis is used
for this division, whether work is apportioned according to functions performed, the division
must be logical and practicable.

Unity of command - in addition to providing a logical arrangement of work, organizational

structure should provide clear cut channels of authority. The principle of “unity and teamwork”
should be practice in every organization. This principle requires that every employee should be
under the the direct supervision of but one manager.
 PRINCIPLE OF POLICE MANAGEMENT

Span of control - the principle of “span of attention” was initially adopted from psychologists,
which refers to the number of subordinates an individual supervisor can manage effectively.
This limit is small, from three to five at the top level of organization, and broadens as it reaches
the lowest levels of the organization.

Delegation of responsibilities - this principle of delegation of responsibilities relates to the

process of committing an activity to another’s care. When a task is delegated, enough
authority, responsibility and accountability purposely to complete it must also be delegated,
but the process must be consistent.

Personnel development - the practice of delegation contributes to the development of

employees to perform the manager’s job in his absence or when he is unable to act. A program
for this nature is variously denominated ‘executive development” or “managerial development”
or simply “employees development”
 PRINCIPLE OF POLICE MANAGEMENT

Exception principle - the development of subordinates to take over in the boss’s absence
involves training, and can be tagged as the exception principle, which specifies that the head of
hierarchical organization should not find necessary to act personally on each matter coming
under his jurisdiction

Completed staff work - this principles requires that the person to whom the responsibility has
been assigned through the delegation process has to complete it to such an extent to that the
only thing left to be done by the person who delegated it is to approve or disapprove it
 POLICE PERFORMANCE OUTCOMES

Police effectiveness - measures whether or not important task goals are being attained.

Police efficiency - measures how well resources are being utilized.

 THREE BASIC MANAGERIAL RULES

Technical skills - ability to perform specialized task

Human skills - ability to work well with other people

Conceptual skills - ability to analyze and solve complex problems