Effective Discipline and Problem Behavior Management in Law Enforcement
Discipline in law enforcement is defined as self-imposed rules that govern behavior and promote desired actions. High-performing officers exhibit a strong level of discipline, which directly impacts morale and overall performance. Constructive self-discipline is achieved through effective training and compliance with regulations. This chapter outlines typical rules, the importance of clear policies, and the principles of managing difficult employees. With progressive discipline steps and guidelines for administering negative discipline, law enforcement managers can maintain accountability and support officer development.
Effective Discipline and Problem Behavior Management in Law Enforcement
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Presentation Transcript
Section IVManaging Problems Chapter 10 Discipline and Problem Behaviors
Discipline Defined • Self-imposed rules govern a person’s self-control. • Discipline can be a form of voluntary obedience to instructions, commands or demeanor. • The purpose of discipline is to promote desired behavior. • Officers with the highest performance have a high level of discipline. • Morale is how a person feels; discipline is how a person acts.
Positive, Constructive Self-Discipline • Most effective • Uses training to foster compliance with rules and regulations and performance at peak efficiency • To law enforcement managers’ advantage
Typical Rules and Regulations for Law Enforcement Departments • Maintaining discipline is a fundamental management right. • General conduct • Performance of duty • Restrictions on behavior
Policies and Procedures Revisited • An agency’s policy and procedure manual is the foundation on which most discipline is based. • Policies and procedures should be concise and understandable by all personnel. • Policies and procedures must comply with Americans with Disabilities Act.
General Orders • Written directives related to policy, procedures, rules and regulations involving more than one unit • Formalize a department policy on a specific issue • Should be based on accurate, simple descriptions of the situations to which they apply • Should be clear, inclusive, credible and durable
Clarity of Role versus Creativity • The need for due process in discipline • Protection against civil litigation • The accreditation movement
The 10/80/10 Principle • 10% self-motivated high achievers • 80% average achievers • 10% unmotivated troublemakers who cause 90% of management’s problems
Dealing with Problem Employees • Changing behavior is more cost-effective than replacing employees. • Employee assistance programs can be used. • Marginal performers demonstrate the ability to perform but just do enough to get by.
Types of Difficult People • Yes people • Passives • Avoiders • Pessimists • Complainers • Know-it-alls • Exploders • Bullies • Snipers
Examples of Problem Behaviors • Abuse of sick leave • Substance abuse • Corruption • Insubordination • Sexual harassment • Use of excessive force • Misconduct off duty
Negative Discipline/Punishment • Should be carried out as close to the time of the violation as possible • Purpose: • Help offenders correct their behavior • Send a message to others that such behavior is not acceptable • Should be carried out in private to avoid embarrassment and defensiveness
Five Guiding Principles of Early Identification Systems • An EIS should be part of an agency’s larger effort to support and improve officer performance. • First-line supervisors are the lynchpin of EISs. • For EISs to be effective, intervention options should vary to meet the wide range of officers’ needs. • The chief executive ultimately is responsible for the success or failure of EISs. • EISs are a valuable administrative tool that can enhance accountability and integrity in a law enforcement agency.
Considerations for Determining Penalties • The offense and offender • How the offense was committed • The offender’s attitude and past performance
Steps of Progressive Discipline • Oral reprimand • Written reprimand • Suspension/demotion • Discharge/termination
Summary Punishment/Discipline • Discretionary authority is used when a supervisor thinks an officer is not fit for duty. • When, for any reason, the supervisor thinks immediate action is needed. • May require officers to work without pay or may excuse them from duty without pay. • Officers who receive summary punishment have a right to a hearing.
Guidelines for Administering Negative Discipline • Get the facts first. • Know your powers as outlined in your job description. • Check on precedents for similar offenses. • Criticize in private. • Be calm. • Be sure the person is attentive and emotionally ready to listen. • Focus on the behavior, not the person. • Do not imply the behavior was done on purpose.
Guidelines for Administering Negative Discipline (cont.) • Be clear, specific and objective. • Check for understanding by asking questions. • Respect the employee’s dignity. • Suit the disciplinary action to the individual and the situation. • End with expectations for changed behavior. • Set a time frame. • Follow up.
Steps in Administering Negative Discipline • Write down the violation. • State the reason for the action. • Listen to the employee’s explanation. • Suggest corrective action. • Be firm, but fair. • Secure a commitment to future positive behavior. • Tell the individual how to appeal the decision.
Comprehensive Discipline • Uses both positive and negative discipline to achieve individual and organizational goals • The balance of consequences analysis • The PRICE method • The one-minute management approach • The stroke approach
A Fair Disciplinary System • A fair, equitable disciplinary system has the following characteristics: • Reasonable and necessary policies, procedures and rules to govern employees’ conduct at work and promote both individual and organizational goals. • Effective communication of these policies, procedures and rules and the consequences for noncompliance. • Immediate, impartial and consistent enforcement of the policies, procedures and rules. • An appeals procedure.
