NCJ Number
118901
Editor(s)
P C Unsinger,
H W More
Date Published
1989
Length
162 pages
Annotation
This text is intended for use by police executives, criminal justice educators, and police officers who must be aware of labor relations issues in police management.
Abstract
The labor negotiations process is perhaps the most visible aspect of labor-management relations in law enforcement. This process is essentially a rulemaking process in which police organizations, public agencies, and labor relations agencies participate. Negotiations should proceed toward an agreement or Memorandum of Understanding (MOU). The MOU reflects in writing what parties in a collective bargaining relationship agreed upon at the bargaining table. Grievance procedures can represent a highly effective asset in police department administration, even though they require a great deal of work. Most police labor relations contracts include a management rights clause that affects what is grievable by defining what is not. Discipline matters are generally complex because of the requirement for due process at every stage of discipline procedures and the importance of proper documentation on the individual involved. Employee assistance programs are essential for police officers in order to deal with stress, reduce absenteeism and personnel turnover, increase efficiency and productivity, and improve morale. Employee assistance and counseling must be confidential and insure that a police department's civil liability due to police officer actions is minimized. A good performance appraisal system is management's best way to plan, organize, direct, and control the police department. 47 references, 8 figures.