Chapter 4 of the book gives a comprehensive comparative study of two of the appraisal systems of two distinct police departments, Ankara Police Department (Turkey) and Toledo Police Department (US). The chapter makes use of pattern matching to compare both departments. This technique is important in linking data to propositions and can be effective in matching both departments in terms of patterns suggested by the best practices. To start with, the chapter gives an overview of the Ankara Police Department concerning its organizational structure, labor force, and most importantly its evaluation system.
The Ankara Police Department headquarters is made up of one director-general who has five deputies in charge of different departments. Graphics Rating Scale (GRS) is used during the evaluation process and it is performed secretly, without the involvement of the police officers. The ratings are given out of 100 points basing on certain factors including reliability, honesty, and bad temper. Officers do not receive feedback unless the points are below 60, where they are considered incompetent. Apart from improving officer performance, the evaluation of their appraisal system is also meant to provide promotions to the officers.
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The Toledo Police Department is situated in Ohio State and is in charge of Toledo as a city. The appraisal system in this department is not inclined towards promotions or disciplinary but rather towards improving employee performance and personal development. Officer evaluations are performed every June and December and it involves an assigned supervisor at the beginning of the year. Feedback is given upon the completion of the evaluation process and the officers are then advised on career goals and areas that need improvements. The Toledo Police Department uses the Behavioral Anchored Rating Scale (BARS) which is based on job-relevant behaviors necessary for a productive and healthy work environment.
In comparison, the Toledo Police Department seems to outweigh the Ankara Police Department in most areas, mostly being the evaluation system. Ankara uses a less competent system that does not involve the officers and feedback is not provided unless the results are below 60 points. The Toledo Police Department, on the other hand, uses a more competitive evaluation system that is centered on the officers and tends to involve them in every step. Consequently, better outcomes can be realized in the process since the officers get to identify their weaknesses and act upon them accordingly.
