####### IDT 438 Personnel for Public Safety Managers

3 Credit Hours

######## Text

Supervision of Police Personnel, Lannone, Nathan F. 5th Edition, 1996,
Prentice Hall

Catalogue Description

This course is concerned with issues of personnel management that are
problematic or undergoing considerable change. It begins by establishing
responsibility for police/fire/EMD personnel administration often a
confusing matter to executives because of constraints from other
governmental bodies, courts and union contracts.

Perquisites: None

[Course Objectives]{.underline}

This course is taught at several levels. In the areas of job analysis
and in-service training, the student is expected to understand the
importance and necessary elements of two key personnel responsibilities.
The student is also expected to analyze performance evaluation system,
identify the purpose they are best suited for, and determine the best
system for the students own agency. With respect to performance
interviewing and counseling, the student is expected to be able to apply
the Principal taught. This is true also of the area of assessment
centers, where students will take an extended exercise. In the area of
labor relations, the intent of the Course is to make the student aware
of the process so that he/she knows the issues and can recognize
problems in need of expert assistance. The student should be conversant
with the process and terminology.

PERSONNEL ADMINISTRATION

[Objective]{.underline}

The student will consider personnel management: what it is, its
objectives, why it\'s important. The student will discuss the many
parties responsible for the total personnel function in the students
jurisdiction and compare this to that of other students. The student
will list and judge the full range of personnel functions operative in a
typical police/fire agency. Finally, the student will preview each of
the units of this course to see what part of personnel administration it
constitutes.

[Topical Outline]{.underline}

Part I.

I. Introduction to Police/Fire/EMD Personnel Management

A. Purpose and Scope

B. Police/fire Personnel Practices

C. Police/fire Personnel Management Milieu

II\. Personnel Function: Roles and Constraints

A. Nature of Police/fire Personnel Management

B. Evolution of Personnel Management

C. Contemporary Developments in Personnel Management

D. Human Resource Needs in the Police/fire Organization

E. The Civil Service Maze

III\. Human Resources

A. Written Examination

1\. EEOC Guidelines

2\. Test Validity

a\. Criterion - Related Validity Predictive and Concurrent Designs

b\. Content Validity

c\. Construct Validity

Part II.

Staff Training and Development

Training has often been cited as one of the most important
responsibilities in any police/fire agency. Training serves three broad
purposes. First, well-trained officers are generally are better prepared
to act decisively and correctly in a broad spectrum of situations.
Second, training results in greater productivity and effectiveness.
Third, training foster cooperation and unity of Purpose - Moreover,
agencies are now being held legally accountable for actions of their
personnel and for failing to provide initial or remedial training.

[Topical Outline]{.underline}

I.  Training

    A.  Historical Perspectives

    B.  Minimum Standards Legislation

        1.  The Essentials of Police/fire Training

        2.  The Probationary Period

    C.  Organizational and Administration

        1.  Instructor Selection

        2.  Instructor Training

    D.  In-service, Roll Call, and Advanced Training

II. Training and Development

    A.  Training Programs

        1.  Performance appraisal

        2.  Analysis of Job Requirements

        3.  Organizational Analysis

        4.  Survey of Human Resources

    B.  Development Programs

        1.  Coaching

        2.  Job Rotation

        3.  Training Positions

        4.  Planned work activities

Part III.

Elements of Job Analysis

This section relates to job task analysis, classification, and matters
affecting the delineation of duties and responsibilities. The literature
of personnel administration reflects considerable variation in the use
of such terms as class, job, and position. The most important process in
classification is job task analysis, which is a prerequisite to
effective position classification, salary administration, supervision,
and training.

[Topical Outline:]{.underline}

JOB ANALYSIS

I.  Introduction

    A.  Fundamental to personnel decisions.

    B.  Provides necessary information and documentation.

II. Definition and Process

    A.  A study of the job which will provide a list of the knowledge,
        skills, and abilities (KS As) necessary to perform the job.

        1.  Knowledge

        2.  skill

        3.  Ability

    B.  Information about the job can be Collected through a variety of
        techniques.

        1.  Surveys

        2.  Interviews

        3.  Observation

    C.  The information should be analyzed to determine the most
        frequent and most important KSA\'s involved in performing the
        job.

    D.  This information is vital for effective personnel decision
        (recruitment, selection, training, etc.)

    E.  Selection Process

        1.  Determine KSAs for successful job performance.

        2.  Identify when each is needed:

            a.  At point of selection.

            b.  Initial training

    F.  On-the-job during probationary period.

    G.  For KSAs needed upon selection, determine the best method(s) for
        evaluating the candidates possession of the KSA.

Part IV.

LABOR/MANAGEMENT RELATIONS

[Objectives]{.underline}

The student will acquire a basic understanding of the four phases of
Collective bargaining: (1) union organization, (2) establishment of
recognition, (3) Contract negotiation, and (4) contract administration.
The student will review the history and composition of the American
labor movement, how government is financed and governments relationship
to the collective bargaining process. The student will develop a deeper
understanding of contract administration and the role of outside
neutrals involved, through the analysis of actual cases that have gone
before arbitrators.

[Topical Outline]{.underline}

I.  American Labor in the 1600\'s.

II. American Labor in the 1700\'s.

III. American Labor in the 1800\'s.

IV. American Labor in the 1900\'s.

    1.  1905\. The Industrial Workers of the World was founded.

    2.  1913\. The Department of Labor was created.

    3.  1932\. The Anti-Injunction (Norris-LaGuardia) Act.

    4.  1935\. The National Labor Relations Act (Wagner)

    5.  1935\. The United Auto Workers was founded.

    6.  1937\. The Memorial Day Massacre, Chicago.

    7.  1938\. The Fair Labor Standards Act.

    8.  1940\'s to present.

V.  Labor Relations

    A.  Conflict Resolution Procedures

    B.  Dealing with the Conflict Resolution Procedure

    C.  Working with the Union Representative

    D.  Improving Labor Management Relations

    E.  Contract Negotiations

    F.  Negotiation Process

    G.  Strategies for Negotiation

    H.  New Approaches at the Bargaining Table

    I.  Negotiation Practice

    J.  Case Studies and Practical Exercises

VI. Contract Negotiations

    A.  Negotiation Process

    B.  Strategies for Negotiation

    C.  New Approaches at the Bargaining table

    D.  Negotiation Practice

VII. Case Studies and Practical Exercises

Part V.

PERFORMANCE EVALUATION

######## Topical Outline

> I. Introduction - Basic Assumptions

A.  People are an organization\'s most important resource.

B.  People\'s performance can improve even though their basic
    personalities do not change.

C.  Some organizations stress use of a certain form over providing
    detailed feedback to the employee.

D.  The skills of appraising people (providing feedback) can be learned
    and properly used, can help stimulate subordinate growth.

> II\. The Appraisal Process, Approaches/Difficulties, and Legal
> Considerations.

A.  Process: Inputs, Activities, Results - What equals performance.

B.  Traditional performance appraisal approach -- described

    1.  General narrative reports

    2.  Rating scales

        a.  Straight numerical scales

        b.  Trait scales

    3.  Person-to-person systems

        a.  Ranking

        b.  Forced distribution

    4.  Paired comparison

    5.  Behaviorally anchored rating scales (BARS)

C.  Difficulties/problems inherent with traditional systems.

    1.  Subjectivity -- opinions

        a.  Difficulties

        b.  Problems

    2.  Irrelevant criteria

        a.  Difficulties

        b.  Problems

D.  Legal Issues in performance appraisal.

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III. General Guidelines for Improving the Appraisal of Employees.

     A.  Objective System.

     B.  Participation

     C.  Written Performance

     D.  Feedback performance evaluation data.

Part VI.

PERFORMANCE INTERVIEWING AND COUNSELING

[Topical Outline]{.underline}

I.  A. Model System Goal

    A.  Clarification sessions

    B.  Performance Plans

    C.  The procedure of evaluation

II. The performance evaluation/improvement interview.

    A.  Preparing for the interview.

    B.  Conducting the interview.

III. Developing a performance improvement plan.

     A.  Improvement Areas.

     B.  Attaining Improvement

     C.  Set criteria

     D.  The follow-up

Part VII.

ASSESSMENT CENTERS: IN-BASKET EXERCISE

[Topical Outline]{.underline}

I.  Assessment Center

    A.  Definition:

    B.  Standards and Ethical Considerations for Assessment Center
        Operation

    C.  Historical Development

    D.  Assessment Center Development

        1.  Job Analysis - BASIC to any good Assessment Center

        2.  Determine Dimensions to be assessed

        3.  Anchoring Dimensions

        4.  Exercise Development

            a.  In-basket

            b.  Leaderless group discussion

            c.  Problem representative

        5.  Considerations in Developing Each Exercise

        6.  Training Assessors

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E.  Steps in Implementation of an Assessment Center

    1.  Conducting Exercises

    2.  Pooling Data

    3.  Rate Candidates Using \"Banding\" Techniques

    4.  Providing Candidate Feedback

> F. Advantages of an Assessment Center
>
> G. Criticisms of Assessment Centers

PartVIII.

RECRUITMENT, SELECTIONS AND PROMOTION - LEGAL ASPECTS

Objective

The student will review the legal basis for Current developments in
discrimination in employment in the areas of race, color, sex, national
origin, religion, age and handicap. In addition to the legal basis for
such areas, recent appellate court decisions will be discussed. The
student will understand these areas as they impact upon the management
of a law enforcement/fire agency.

[Topical Outline]{.underline}

I.  Overview of the employment relationship

    A.  The Doctrine of Employment-At-Will - General Rule

    B.  The Legal Framework --- Exceptions to the General Rule -
        Potential Sources of Employee Rights and Protections

        1.  The employer\'s constitutional obligations (public employer)

        2.  The employer\'s statutory obligations

        3.  The employer\'s obligations imposed by court decisions

    C.  The Employer\'s Obligations Arising from Contracts

        1.  Employment for a definite term

        2.  Individual written employment agreement

        3.  The \"unwritten\" employment agreement --- the
            [Toussaint]{.underline} and [Ebling]{.underline} Decisions

        4.  The employer\'s obligations arising under a collective
            bargaining agreement

Part IX.

CIVIL LIABILITY IN PERSONNEL MATTERS

[Objective]{.underline}

The student will understand the civil liability which may arise from
police/fire work as it relates to administrative personnel. The
differences of being sued under Sec. 1983 in Federal Court and Civil
negligence cases in state courts will be explored. Also, such areas as
false arrest, use of deadly force, high speed pursuit, negligent
retention, failure to train, failure to supervise and direct, and other
situations will be focused upon. In addition, suits by law
enforcement/fire officers against civilians for acts against officers
will be explored.

[Topical outline]{.underline}

I.  Introduction

    A.  Overview of Civil Liability

    B.  Definitions: Words of their own

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1.  [Class Action]{.underline}

2.  [Complaint]{.underline}

3.  [Damages]{.underline}

4.  [Defendant]{.underline}

5.  [Defenses/Affirmative Defenses]{.underline}

6.  [Discovery]{.underline}

7.  [Jury]{.underline}

8.  [Motions]{.underline}

9.  [Negligence]{.underline}

10. [Plaintiff]{.underline}

11. [Punitive Damages]{.underline}

12. [Summons]{.underline}

13. [Tort]{.underline}

    A.  Types of Litigation --- Multiple Liability

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1.  Administrative law case

2.  State criminal law cases

3.  Federal criminal law cases

4.  State civil law cases

5.  Federal civil law cases

    A.  Representation/indemnification

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1.  Generally permitted by state statute

2.  Employment or individual contracts

3.  General Procedure

4.  Plan for financial disaster: Insurance or self-insured

    A.  Governmental Immunity

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1.  State Law

2.  Federal Law

3.  Good Faith Immunity

4.  Punitive Damages

    A.  Courts and Procedure

        1.  L.E.O. is hired

        2.  Training (or the lack of training)

        3.  The incident

        4.  Reports

        5.  Warrant obtained

        6.  \"Citizen\'s\" complaint against L.E.O.

        7.  Criminal prosecution

        8.  Civil suit against L.E.O.

        9.  Discovery

        10. Settlement negotiations

        11. Criminal prosecution completed

            a.  Unsuccessful

            b.  Successful

        12. Citizen complaint completed

        13. Civil litigation completed

        14. LEO. Sues

        15. L.E.O. attempts to collect

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II. CAUSES OF ACTION

    A.  Generally

        1.  Liability

        2.  Damages

    B.  Negligence

        1.  Duty

        2.  Breach of Duty

        3.  Proximate Cause

        4.  Damages

    C.  Against Individual Officer(s)

        1.  Arrest and Detention

        2.  Malicious Use/Abuse of Process

        3.  Excessive Use of Force

            a.  Non-deadly

            b.  Deadly

        4.  Right of Privacy

            a.  Search and Seizure

            b.  Privacy

            c.  Informants and Undercover Agents

        5.  Denial of First Amendment Rights

        6.  Illegal Interrogation

        7.  Denial of Counsel and Fair Trial

        8.  Denial of Medical Attention

        9.  Verbal Abuse and Harassment

        10. Operation of Motor Vehicles

        11. Failure to Provide Protection

        12. Conspiracy to Violate Civil Rights

        13. Failure to Intervene

    D.  Against Supervisory Officers

        1.  Respondent Superior

        2.  Personal Participation Not Required

        3.  Improper Appointment/hiring

        4.  Failure to Train

        5.  Failure to Direct

        6.  Acquiescence of Subordinates\' Behavior

        7.  Failure to Supervise

        8.  Improper Assignment

        9.  Improper Entrustment

        10. Improper Promotion

        11. Improper Retention

        12. Statutory Duty

    E.  Against the Municipality

        1.  Generally

        2.  Unconstitutional Ordinances

        3.  Explicit Policy

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        1.  Implicit Authority of Harassment

        2.  Failure to Correct Unconstitutional Conditions

        3.  Inadequate Training and Supervision

        4.  Action by Policy-Making Officials

III. INVESTIGATION AND PREPARATION FOR TRIALS: DEVELOPING
     \"BELIEVABILITY\"

     A.  Defense attorney must know all the facts

     B.  Collect police/fire/court records and documents

     C.  Save physical evidence

     D.  Investigate background of the plaintiff

     E.  Discovery for the defendant(s)

         1.  Interrogatories and depositions

         2.  Physical and medical examinations

     F.  Prepare witnesses

     G.  Who will the jury believe?

IV. PREVENTION OF LITIGATION

    A.  Exercise logic and common sense

    B.  Know the law

    C.  Releases and waivers

    D.  Ability to make early settlements

    E.  Fair and firm discipline

    F.  Monitoring employees

> G. Utilization of Police/fire Legal Advisor

V.  SUITS BY LAW ENFORCEMENT/FIRE OFFICERS

    A.  Can and should the officer sue

    B.  Where to start

        1.  Selection of an attorney

        2.  State or federal court

    C.  Who are the parties

    D.  Types of action

    E.  Recovery, if any

    F.  Other considerations

PartX.

Controlling Through Effective Discipline

[Objective]{.underline}

The student will understand the nature and need for discipline as a form
of control and a method of developing personnel. The student will
identify situations for using both positive and negative discipline and
the components of a full disciplinary process. The principles for
applying discipline will be presented and applied to cases.

[Topical Outline]{.underline}

I.  Overview of the Employment Relationship

    A.  The Doctrine of Employment-At-Will - General Rule

    B.  The Legal Framework - Exceptions to the General Rule - Potential
        Sources of Employee Rights and Protections

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1.  The employer\'s constitutional obligations (public employer)

    a.  First Amendment - freedom of religion, speech, association

    b.  Fourteenth Amendment

        i.  Due process

> ii\. Equal protection

1.  The employer\'s statutory obligations

    a.  The membership in a protected class exception

> b\. The protected activity exception

2.  The employer\'s obligations imposed by court decisions

    a.  The special consideration exception

    b.  The public policy exception

        A.  The Employer\'s Obligations Arising from Contracts

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1.  Employment for a definite term

2.  Individual written employment agreement

3.  The unwritten\" employment agreement - the [Toussaint]{.underline}
    and [Ebling]{.underline} Decisions

4.  The employer\'s obligations arising under a collective bargaining
    agreement.

    a.  Procedure

    b.  Substantive provision

        I.  Establishing Disciplinary Policies and Procedures

            A.  Purposes of Disciplinary Rules and Procedures

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1.  Efficient attainment of organizational objectives

2.  Behavior modification

    A.  Establishment of Rules and Procedures

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1.  Contractual obligations

2.  Employer-adopted rules

3.  Negotiated rules

4.  Pre-announced penalties

    A.  Propriety of Work Rules and Regulations

> 1\. Currency

1.  Reasonableness

2.  Communication

3.  Uniformity of enforcement

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A.  Special Problems with Respect to \"Unwritten Rules\"

    1.  The \"law of the shop\"

    2.  Known and operative procedures

B.  The Concept of Past Practice

> III\. The Employer\'s Approach to Disciplinary Matters

A.  Developing Workable Rules and Regulations

B.  Rules, Procedures and Policies Distinguished

C.  Union vs. Non-Union Situations

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IV. Corrective Discipline

    A.  What it Covers

    B.  Theory of \"Corrective\" Discipline

    C.  Corrective Steps

        1.  Verbal warning

        2.  Written Reprimand

        3.  Suspension

        4.  Termination

    D.  Special Problems with the Imposition of Other Penalties
        (Demotion, Reassignment, Shift Change, Forfeiture of Seniority
        Credit, Forfeiture of Earned Benefits)

V.  Documentation of Disciplinary Action

    A.  Methods

    B.  Subsequent Challenges to the Disciplinary Record

VI. Relationship to Critique of Job Performance

    A.  Evaluations

        1.  Methods

        2.  Challenges to evaluations

        3.  Basis for corrective action

    B.  Counseling Sessions

    C.  The [Schigani]{.underline} and [Bissell]{.underline} Decisions

VII. Imposition of Disciplinary Action: The Manager\'s Function

     A.  Strategies and Tactics for Dealing with Disciplinary Matters

     B.  Special problems

         1.  Criminal offenses

         2.  Anonymous tipsters

         3.  Late discovery

         4.  Mootness

     C.  Conducting the Disciplinary Interview

         1.  The Weingarten rule

         2.  Information to review prior to the interview

         3.  General guidelines

             a.  Environment

             b.  Questioning the employee

     D.  Establishment of the details - The work product of the
         disciplinary interview

     E.  The Ten Steps in Imposing Disciplinary Action

     F.  Considerations in Determining the Appropriate Penalty

         1.  Nature of the offense

         2.  Propriety of the work rule

         3.  Employee\'s past work record

         4.  Employee\'s past disciplinary record

         5.  Employee\'s length of service

         6.  Mitigating or aggravating circumstances

         7.  Uniformity of enforcement

         8.  Compliance with all legal and contractual requirements

         9.  Double jeopardy

         10. Management also at fault

VIII. Special Considerations in the Arbitration of Discipline Cases

      A.  Quantum of Proof

          1.  Preponderance of Evidence

          2.  Clear and Convincing evidence

          3.  Beyond a reasonable doubt

      B.  Burden of Proof

      C.  Burden of Going Forward

      D.  Evidence in Arbitration

          1.  Evidence as a medium of proof

          2.  Flexible application of the rule of evidence

      E.  Common Evidentiary Issues in Arbitration

          1.  Relevance

          2.  Materiality

          3.  Privilege

          4.  Improperly obtained evidence

          5.  Direct vs. Circumstantial evidence

          6.  \"New\" evidence

          7.  Post-discharge conduct or charges

          8.  Offers of settlement or compromise

          9.  Evidence from undisclosed informants

          10. Relevance of prior court or administrative hearings and/or

> decisions

11. Hearsay evidence

    a.  Hearsay defined

    b.  Rationale for the hearsay rule

    c.  Exceptions to the hearsay rule

12. Affidavits

13. Presumptions

14. Arbitural notice

15. Offers of proof

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F.  Witnesses

    1.  Competence

    2.  Oaths

    3.  Sequestering of Witnesses

    4.  Order and number

G.  Exhibits

    1.  Authenticating exhibits

    2.  Introduction through a witness

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IX. Review of Management\'s Action

    A.  Review of the Alleged Misconduct

    B.  Review of the Penalty Imposed

    C.  Remedy and Back-Pay Considerations

GRADING REQUIREMENTS

1\. Quiz 1 15%

2\. Quiz 2 15%

3\. Quiz 3 15%

4\. Final Exam 30%

5\. Paper 25%

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