ABSTRACT
Performance appraisal is regarded as one of the most troubling areas of law enforcement human resource management (Allen & Mayfield, 1983; Landy & Farr, 1973). Although the vast majority of police organizations use formal systems of appraisal, the majority of those involved in this activity express considerable dissatisfaction with it. This includes not only the people who conduct appraisals, but the people who are evaluated and the administrators of the programs as well. Appraisal systems are rarely able to deliver all of their intended benefits to police organizations. Surveys have revealed widespread dissatisfaction in relatively large agencies, which presumably have the resources to acquire the best appraisal technology available (Huber, 1983; Landy & Farr, 1973; Walsh, 1986).
