Source: State of California.
TYPES OF PROBLEMS
· Yanking a dog’s ears is as foolish as interfering in someone else’s argument.
—Proverbs 26:17
The “three lines” covered earlier are now divided into two categories: unlawful conduct and professional/ethical issues.
Unlawful Conduct
This list is based on federal laws, state penal codes, and local ordinances. The list seems short, but in actuality it is extensive (e.g., burglary, theft, rape, and so on). Here are a few examples:
· • Use of excessive force
· • Hate crimes
· • Part I crimes
· • Perjury
· • Sex crimes
· • Misdemeanor crimes
The first-line of investigation is the supervisor. Once the supervisor has evidence of wrongful conduct, the case is immediately transferred to internal affairs or criminal investigations. This situation is handled like any other criminal case—only with the media banging on your office door.
Professional/Ethical Issues
Here the list of misconduct is long and not as definitive.
· • Low productivity
· • Malinger
· • Interpersonal difficulties
· • Disloyal
· • Insubordination
· • Lying
· • Cowardice
· • Chronic complaining
· • Improper dress
· • Improper use of technology (computer, e-mail, texting, etc.)
· • Chronic absenteeism
· • Alcohol/drug abuse
· • Negative personalities
· • Unlawful discrimination, harassment, or retaliation
· • Unsafe behavior
· • Sexual harassment
· • Excessive citizen complaints
· • Careless performance
· • Reckless driving
· • Personal chores at work
Problem police employees are difficult to manage. They tend to upset the morale of the entire work group. Consequently, managers should consider (1) why potential problem employees are being hired in the first place, (2) holding them accountable on the job so that they reach maximum productivity with the least disruption of the team’s overall performance, (3) progressive documentation and counseling, (4) determining whether problem employees have become so seriously maladjusted that they need formal discipline, and (5) release from the service. Progressive documentation will be essential; such documentation includes, but is not limited to, problems, recommendations, actions taken (results), and Employee Assistance Programs (EAP) offered and utilized (or not).
An agency may be large enough to afford an internal investigations, or professional responsibilities, unit. Nevertheless, having an internal investigations unit does not relieve the manager of the need to maintain discipline. On the contrary, it strengthens it by providing assistance to supervisors in the investigation of alleged misconduct of their team members.