Internal Affairs in 21st Century Police Agencies
Employee Motivation There is a stark difference in employees who make an error in judgement and those who intentionally commit policy violations for their own gain and / or with a lack of regard for citizens and fellow officers ( Stephens , 2011 ). While this education-based behavior modification-focused model is not completely punitive , officers that tarnish the badge for selfish reasons must be dealt with in a manner that maintains ( or restores ) the trust and legitimacy of the organization . And typically , officers within the department who are not inclined to make intentional errors and who have knowledge of the situation will be appreciative of disciplinary action that is commensurate with such policy ( or law ) violations . Conversely , those who make procedural errors typically need less punitive action , such as training , to change behaviors . While citizens do not expect perfection , they do expect accountability .
Degree of Harm When making disciplinary decisions , it is prudent to consider the degree of harm caused by the policy violation ( s ) ( Stephens , 2011 ). Degree of harm may be considered in many ways from fiscal to the action ’ s effect on legitimacy . Over the course of a career , officers will make mistakes . However , the degree to which those mistakes cost tangibly and intangibly must be considered in disciplinary proceedings . An officer who , for instance , is at fault in a bad crash may cost the department in both repair costs and civil settlements . However , officers who commit egregious law violations may put the legitimacy of the entire department in jeopardy , thus eroding community trust .
Intentional vs Unintentional Errors Much like the concept of Graham v . Connor , officers often deal with rapidly unfolding situations that are dynamic in nature ( Graham v . Connor , 1989 ). Often employees have scant information with which to make critical decisions . When making disciplinary decisions , it is prudent to see the action in question from the officer ’ s perspective at the time of the policy violation . Did his or her perspective seem in line with departmental expectations based on the limited information ? If so , the violation may be unintentional and , thus , warrant less punitive measures . Intentional errors , however , are more in line with self-serving decisions that purposely move contrarily with policy and the department ’ s values . These types of violations typically would lead to more punitive outcomes , including termination .
Police departments must be ready to engage the community in open conversations to understand and meet these new expectations in order to improve trust and legitimacy as well as to decrease , or at least mitigate , liability . And to maintain community trust , departments must also be very adept at policing their own .
Experience Level Newer officers are certainly more apt to make mistakes than more experienced officers . Also , officers in new assignments are more inclined to make an honest error than those more experienced in the role . Weighing an employee ’ s experience when making disciplinary decisions is fair and pragmatic . When experience ( or lack thereof )
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