FACTORS RELATING TO THE PERFORMANCE AND EFFIENCY OF POLICE INVESTIGATOR IN TACURONG CITY JOSEPH D. TABORETE Thesis outline submitted to the Criminology Department of the Sultan Kudarat State University, Tacurong Campus, Tacurong City. In partial Fulfillment of the Requirement for The Degree of Bachelor of Science in Criminology July, 2013 CHAPTER 1 INTRODUCTION Background of the study This is the first segment of measuring the performance of law enforcement agencies. It is written for a policing audience, and draws in part on my discussions with members of Performance Measurement. Subcommittee and those who have attended my training workshops at the last two Conferences. In this first segment, I introduce the general concepts, terminology, and history of comparative performance measurement in policing. The second segment, which will appear in the next edition of the Update, will show you how to develop pilot-test, and implement comparative performance measurement in your agency. This article is one small part of a larger effort by to explore the feasibility and utility of agency-level performance measurement in policing. That journey is just beginning, and will proceed slowly, but it is expected to be a worthwhile one.( Maguire, E.R. and C.D. Uchida (2000). organizational learning Despite its popularity, performance measurement is an inherently ambiguous term. It is used in various ways to refer to the performance of individuals, of products and services, of subunits, of projects, and of organizations. Yet the methods and data used to measure performance at these different levels can vary significantly. This report discusses some options for measuring the performance of police organizations. Moreover, it focuses on comparative performance measures: those that can be used to compare units over space or time. Comparative performance measures can be used to compare the performance of two or more organizations, or they can be used to compare a single organization’s performance at multiple points in time. This article provides a brief review of comparative performance measurement in policing. It is written with practical application in mind, alerting readers to the many issues that arise in performance measurement, and suggesting some concrete steps that and its members can follow if they choose to implement a performance measurement system. Section II provides a brief history of police performance measurement. What I have called a Golden Thread a theme that is woven throughout a story, linking together its disparate parts. In this case, that theme is very simple yet very powerful: police performance is multidimensional. This idea, as simplistic as it might seem, is the foundation of effective performance measurement. Section IV reviews some of the dimensions of police performance that have been examined in the past, offering some practical suggestions for those who are thinking about generating their own lists. The next segment of this article will feature a number of additional sections that explore how to implement performance measurement, both nationally, and within your agency. the dangers inherent in this perspective. We have learned through the efforts of pioneering police chiefs that there are ways of operating police departments that reduce crime and enhance security without harming civil liberties or community satisfaction Criminologist George Kelling has argued that “measuring police performance solely by crime statistics simply ignores consequential values such as justice, integrity, fear reduction, citizen satisfaction. Regardless of one’s perspective on the relative importance of crime rates as measures of police success, there are two primary problems with using “unadjusted” crime rates as performance measures for police First, police are not the only factor that influences crime rates. Crime is the product of a complex array of social, economic, and political forces. Research demonstrates clearly that police departments can have a substantial impact on some types of crime. Some crimes, like open-air drug markets, are more visible, more preventable, and more suppressible than others. Others may be more difficult for police to reduce. Sometimes crime is reduced through the efforts of police, while other times it is reduced through factors having nothing to do with the police. Similarly, sometimes when a variety of social factors coalesce to increase crime, it is inappropriate to blame the police for factors beyond their control. Police can have an effect on crime, but so can many other factors. Before using crime rates as measures of police performance, it is necessary to “adjust” them statistically to account for these other factors. Later in this report, I will describe some methods for performing these adjustments.Second, reported crime rates often have as much to do with how local police departments process the information they receive as they do with the true level of crime. Crime rates derived from police data have been referred to as “organizational outcomes.” In other words, they are as much a product of the police department that produced them as they are of the community or situation in which the alleged offenses took place. Police departments can influence crime rates any number of ways: departmental policies or structures that inhibit or encourage reporting, the behavior of a call-taker or police officer toward an alleged victim, or out right manipulation of crime statistics Finally not all crime is reported to the police, therefore it makes sense to supplement official crime data with victimization surveys that indicate the extent of unreported crime. Through such surveys, police agencies might be able to identify high-risk populations who do not routinely ask for police assistance when they need it. For instance, when immigrants fear deportation, domestic abuse victims fear retaliation from their attackers, or teens fear that reporting a crime will hurt their reputation among their peers, there will exist unknown pockets of crime. Knowing they exist will enable police to design potentially effective responses. Some research has combined official crime data with victimization data to compute composite performance measures (Hatry, H.P. (1999) Arrest represents one of the most visible measures of police output. Furthermore, it is one of the few output measures collected from most police agencies in the country. The Federal Bureau of Investigation has been collecting arrest data from American police departments since 1930 as part of its Uniform Crime Reports program Data are available for 29 general offense categories. Although this measure might appear on its face to be clear, research has shown that the legal definition of arrest varies widely across agencies One study concluded that “differing arrest definitions make productivity comparisons between agencies impossible Research findings suggested that state Uniform Crime Reporting agencies failed to ensure quality control of arrest data and that in some cases they failed to understand the rules themselves. The study concluded that the regulation of arrest statistics is inadequate and that (UCR) arrest statistics cannot be used to evaluate police performance. In addition to these measurement problems, arrests are also conceptually ambiguous. As George Kelling has suggested, arrests are not effective measures of police performance because sometimes they represent a failure by police to adopt other, more useful solutions Herman Goldstein, the architect of problem-oriented policing, views arrests as just one tool in the police officer’s toolkit Many times it is the right tool to use, but sometimes other solutions may be more effective. Therefore, simply counting arrests produces a figure of unknown value. Unlike arrests, there are no national data on citations issued by police agencies. Police departments traditionally maintain their own records on citations and have historically paid close attention to citation productivity. Citations are one of the basic outputs of police agencies, used much more numerously than arrests. Of the estimated 19.3 million drivers who were pulled over by police at least one time in 1999, about 54% received a traffic citation, about 26% received a warning, and only about 3% were arrested Research has shown that there is substantial interagency variation in traffic citations for moving violations Traffic tickets are not the only kind of citation used by police agencies. Many jurisdictions now rely on citations in lieu of arrest for certain misdemeanors. For instance, many states authorize the use of citations for possession of small amounts of marijuana The use of field citations played a role in the well-publicized changes instituted in the New York Police Department in the 1990s. William Bratton, former Commissioner of the New York Police Department, derided the use of Desk Appearanc a form of field citation used in lieu of arrest, in which people accused of minor offenses were given a court date and released. Bratton directed his agency to curtail its use of. favor of making more arrest. If you peed in the street, you were going to Implicit in Bratton’s statement is a judgment that citations are a less effective pretrial strategy than arrest. Little is known about whether this assumption is valid. We do know, however, that the number of arrests under Bratton’s tenure rose dramatically, suggesting that he was able to mobilize his officers to reduce their use of citations in favor of arrests. Citation data may be useful for individual police organizations to keep track of how officers are spending their time, or as in the example with regard to former Commissioner Bratton, to ensure that the organization is producing outputs in the manner prescribed by the chief executive. But, because they are not available nationally, they . Furthermore, arrests and citations are out put measures. They demonstrate the extent to which organizations engage in certain activities, but they say nothing about whether these activities were effective in producing something of value for communities. In other words, they are not out comes When police departments cite the number of arrests they make or citations they issue, it is the equivalent of a carpenter boasting about how many board feet of lumber he cut, or how many nails he sank. Certainly these are some of the activities we expect of our police officers and our carpenters. These measures show clearly that the police officer and the carpenter were busy, but they do not demonstrate that the community is safer or happier, or that the home has been well built. This is not to say that arrest and citation data should not play any role in performance measurement. Rather, it is a challenge to police executives to think creatively about what these measures represent and how they might contribute to a more comprehensive performance measurement scheme ((Decker, S.H. (1981). Like the arrest rate, the clearance rate, which is the proportion of reported crimes solved by the police, is another measure of police output that is collected widely and frequently by police agencies around the nation Despite numerous conceptual and technical problems with clearance rates, they are “the most common measure of investigative effectiveness” used by police Some critics have argued that clearance rates are beset with measurement problems For example, in his classic 1966 book, Justice Without Trial, Jerome Skolnick demonstrated how clearance rates are sometimes manipulated by detectives who deem certain offenses as unfounded due to suspicious circumstances. According to one supervisor Skolnick interviewed we’re an honest department. All these other departments that have fancy clearance rates we know damned well they’re stacking the cards. It’s easy to show a low crime rate when you have a category like suspicious circumstances to use as a waste basket Another study described how detectives manipulated clearance rates to inflate their performance measures. If they arrested a suspect, sometimes they would use the arrest to clear other similar offenses, even when the evidence that the cases were related was slim. Furthermore, the detectives demonstrated a profound disinterest in whether the “cleared” cases resulted in court convictions; they viewed their job as generating the clearance regardless of the consequences Similarly Gary Cordner has argued that both the numerator (cases cleared) and denominator (total reported offenses) used in computing the clearance rate are “susceptible to manipulation and measurement error A 1985 report on the future of the Uniform Crime Reporting program listed a number of problems with clearance rates that reduce their utility for measuring police performance Despite these problems with the measurement of clearance rates, they are reported routinely by police departments, and they are used routinely by researchers Nationally, clearance rates for homicide have been falling almost linearly over the past four decades, dropping from (92% in 1960) to ( 66% in 1997) If clearance rates do represent investigative effectiveness, then this trend illustrates a substantial declin (Departments, 1997 and 1999.) Statement of the problem 1. Generally this study will determine factors relating to the performance and efficiency of police investigator in Tacurong City , Seek to answer the following question. 1. What are the characteristics of the respondent in term of: 1.1 Age: 1.2 Gender: 1.3 Educational attainment: 1.4 Occupation: 1.5 Tribe: 2. To determine the effect of factors relating to the performance and efficiency of police investigation inTacurong city. 2.1 fairness 2.2 crime prevention 2.3 response 2.4 Resolve conflict 2.5 Responsiveness 3.To Determine the efficiency of police investigation in Tacurong city in terms of 3.1 Duties 3.2 Services 3 .3 Responsibilities Significance of the Study This research will beneficial to the following: Researcher. By identifying problems in the performance of the police crime investigation service, this study suggest improvement alternatives for policy revision. As a future law enforcer, he will inspire for further study. PNP Members. Though this, they will evaluate to rectify their police performance problem and their police productivity will develop. Under most circumstances of the production of this study. Criminology Student. The output of this study will be a valuable source of data and information to learn information that relevant to the course or filed specialization. Criminal Investigation. At the heart of collecting the result of the study. The criminal prove will evaluate themselves through the intensified efforts of the respondents dealing with their productivity in criminal investigation. Scope Delimitation of the Study The study will delimit its concentration on the police officer in criminal investigation: an assessment of the performance problem in Tacurong City police station. However, the effectiveness of the police officer in criminal investigation; police performance in terms of principles and approaches are paramount to determine the primary problem. A descriptive research designed will be employed to obtain pertinent and relevant data for the police officer in criminal investigation. Moreover, the police performance problem in terms of police effectiveness in criminal investigation roles; function; and operational style will determine. Total of fifty (50) respondents will serve as the respondents of the study. The fifty (50) respondents will be the selected police officer in the Tacurong City police station. DEFINITION OF TERMS Approaches- require police sense beyond the technical and operational aspects of police work in Tcurong City, and consider the philosophy of policing and place of legitmate authority in criminal investigation. Arrest- is the constant role of police for productivity in depriving a person of his liberty usually in relation to the purported and prevention of crime and presenting the arrestee into the criminal justice system. Collection- refers to assortment of items that comes from a facts generated from the crime scene which results to the police productivity. Criminal Investigation- is the polices process of legally gathering evidence of a crine that has been or is being committed within Tacurong City with an ultimate goal to determine, extent possible, the truth about how a crime occurred. Physical Evidence- is material object intended to prove a fact in issue based on its demonstrable physical characteristics which can conceivably include part of any evidence found in crime scene. Police Performance - Is interplay between aspects of effectiveness, efficiency and economy in police productivity. In other words, it is concerned with doing the right thing without wasting resources. CONCEPTUAL FRAMEWORK Dependent Variable Independent Variable Fairness Crime prevention Response Resolve Conflicts Duties Services Responsibility Figure 1. Paradigm of conceptual Framework The table shows above a significant relationship between the police productivity in criminal investigation and police performance in Tacurong City Police Station. CHAPTER II REVIEW OF RELATE LITERATURE AND STUDIES Historical Development Criminal investigation provides its special agents with numerous resources to support investigation, include an experienced staff of investigative analysts, technical equipment specialist, polygraph examiners, information technology specialist, special agents trained in computer forensics, as well as an asset forfeiture section. The increasing globalization of crime has created new challenges to law enforcement. Investigative support personnel are trained and experienced in the latest techniques and technologies to support investigation. (Kelling, G.L. (1992). All criminal investigation has one overall goal in mind: to find the truth! It is important that the investigator remains neutral and lets the facts drive the investigation, not the other way around. If the facts do not support the allegation, then the investigator must clear the allegation and shut down the case. However, if the facts do support the allegation, then the investigator must put the best possible case together for prosecution based on the facts of the case proving the elements of the crime.(Maguire, E.R. and C.D. Uchida (2000). Investigators compete for limited resources that include money and manpower. As a result, many investigation end up not being as thorough as intended because of this competition for limited resources. As such, it is crucial that the investigator demonstrate an understanding of conceived investigation, the elements of the crime, and the development of a well conceived investigative plan in order to pave the way for the completion of a thorough investigation. This is accomplished by ensuring that the agency heads understand and approve the resources needed beforehand or as soon as need arise. Agency managers are the gatekeepers of conducting a thorough investigation. (Hatry, H.P. (1999). The direction of the case involves intermediate goals or tasks that are logical from a given point in the investigation. It I important to remember that these goals or task often change as additional facts are uncovered. For example, an investigator may begin an arson investigation by planning to interview the victim-owner of the burned building, canvassing the area witnesses, and processing the crime scene. As the investigation unfold in facts are developed, the investigative plan may change to include interrogating the “victim.” This may involve checking his insurance policies as a result finding a cigarette lighter with the “victims” fingerprints and an eye-witness report that the “victim” started the fire himself to collect the insurance proceeds. (Moore, M.H. (2002). Furthermore, arrests and citations are out put measures. They demonstrate the extent to which organizations engage in certain activities, but they say nothing about whether these activities were effective in producing something of value for communities. In other words, they are not out comes When police departments cite the number of arrests they make or citations they issue, it is the equivalent of a carpenter boasting about how many board feet of lumber he cut, or how many nails he sank. Certainly these are some of the activities we expect of our police officers and our carpenters. These measures show clearly that the police officer and the carpenter were busy, but they do not demonstrate that the community is safer or happier, or that the home has been well built. This is not to say that arrest and citation data should not play any role in performance measurement. Rather, it is a challenge to police executives to think creatively about what these measures represent and how they might contribute to a more comprehensive performance measurement scheme. (Decker, S.H. (1980). Like the arrest rate, the clearance rate, which is the proportion of reported crimes solved by the police, is another measure of police output that is collected widely and frequently by police agencies around the nation Despite numerous conceptual and technical problems with clearance rates, they are “the most common measure of investigative effectiveness” used by police Some critics have argued that clearance rates are beset with measurement problems For example, in his classic 1966 book, Justice Without Trial, Jerome Skolnick demonstrated how clearance rates are sometimes manipulated by detectives who deem certain offenses as unfounded due to suspicious circumstances. According to one supervisor Skolnick interviewed we’re an honest department. All these other departments that have fancy clearance rates we know damned well they’re stacking the cards. It’s easy to show a low crime rate when you have a category like suspicious circumstances to use as a waste basket Another study described how detectives manipulated clearance rates to inflate their performance measures. If they arrested a suspect, sometimes they would use the arrest to clear other similar offenses, even when the evidence that the cases were related was slim. Furthermore, the detectives demonstrated a profound disinterest in whether the “cleared” cases resulted in court convictions; they viewed their job as generating the clearance regardless of the consequences Similarly Gary Cordner has argued that both the numerator (cases cleared) and denominator (total reported offenses) used in computing the clearance rate are “susceptible to manipulation and measurement error A 1985 report on the future of the Uniform Crime Reporting program listed a number of problems with clearance rates that reduce their utility for measuring police performance Despite these problems with the measurement of clearance rates, they are reported routinely by police departments, and they are used routinely by researchers Nationally, clearance rates for homicide have been falling almost linearly over the past four decades, dropping from (92% in 1960) to ( 66% in 1997) If clearance rates do represent investigative effectiveness, then this trend illustrates a substantial declin. Journal of PoliceEck, J.E. (1983). CHAPTER II REVIEW OF RELATE LITERATURE AND STUDIES Historical Development Criminal investigation provides its special agents with numerous resources to support investigation, include an experienced staff of investigative analysts, technical equipment specialist, polygraph examiners, information technology specialist, special agents trained in computer forensics, as well as an asset forfeiture section. The increasing globalization of crime has created new challenges to law enforcement. Investigative support personnel are trained and experienced in the latest techniques and technologies to support investigation. (Kelling, G.L. (1992). All criminal investigation has one overall goal in mind: to find the truth! It is important that the investigator remains neutral and lets the facts drive the investigation, not the other way around. If the facts do not support the allegation, then the investigator must clear the allegation and shut down the case. However, if the facts do support the allegation, then the investigator must put the best possible case together for prosecution based on the facts of the case proving the elements of the crime.(Maguire, E.R. and C.D. Uchida (2000). Investigators compete for limited resources that include money and manpower. As a result, many investigation end up not being as thorough as intended because of this competition for limited resources. As such, it is crucial that the investigator demonstrate an understanding of conceived investigation, the elements of the crime, and the development of a well conceived investigative plan in order to pave the way for the completion of a thorough investigation. This is accomplished by ensuring that the agency heads understand and approve the resources needed beforehand or as soon as need arise. Agency managers are the gatekeepers of conducting a thorough investigation. (Hatry, H.P. (1999). The direction of the case involves intermediate goals or tasks that are logical from a given point in the investigation. It I important to remember that these goals or task often change as additional facts are uncovered. For example, an investigator may begin an arson investigation by planning to interview the victim-owner of the burned building, canvassing the area witnesses, and processing the crime scene. As the investigation unfold in facts are developed, the investigative plan may change to include interrogating the “victim.” This may involve checking his insurance policies as a result finding a cigarette lighter with the “victims” fingerprints and an eye-witness report that the “victim” started the fire himself to collect the insurance proceeds. (Moore, M.H. (2002). Furthermore, arrests and citations are out put measures. They demonstrate the extent to which organizations engage in certain activities, but they say nothing about whether these activities were effective in producing something of value for communities. In other words, they are not out comes When police departments cite the number of arrests they make or citations they issue, it is the equivalent of a carpenter boasting about how many board feet of lumber he cut, or how many nails he sank. Certainly these are some of the activities we expect of our police officers and our carpenters. These measures show clearly that the police officer and the carpenter were busy, but they do not demonstrate that the community is safer or happier, or that the home has been well built. This is not to say that arrest and citation data should not play any role in performance measurement. Rather, it is a challenge to police executives to think creatively about what these measures represent and how they might contribute to a more comprehensive performance measurement scheme. (Decker, S.H. (1980). Like the arrest rate, the clearance rate, which is the proportion of reported crimes solved by the police, is another measure of police output that is collected widely and frequently by police agencies around the nation Despite numerous conceptual and technical problems with clearance rates, they are “the most common measure of investigative effectiveness” used by police Some critics have argued that clearance rates are beset with measurement problems For example, in his classic 1966 book, Justice Without Trial, Jerome Skolnick demonstrated how clearance rates are sometimes manipulated by detectives who deem certain offenses as unfounded due to suspicious circumstances. According to one supervisor Skolnick interviewed we’re an honest department. All these other departments that have fancy clearance rates we know damned well they’re stacking the cards. It’s easy to show a low crime rate when you have a category like suspicious circumstances to use as a waste basket Another study described how detectives manipulated clearance rates to inflate their performance measures. If they arrested a suspect, sometimes they would use the arrest to clear other similar offenses, even when the evidence that the cases were related was slim. Furthermore, the detectives demonstrated a profound disinterest in whether the “cleared” cases resulted in court convictions; they viewed their job as generating the clearance regardless of the consequences Similarly Gary Cordner has argued that both the numerator (cases cleared) and denominator (total reported offenses) used in computing the clearance rate are “susceptible to manipulation and measurement error A 1985 report on the future of the Uniform Crime Reporting program listed a number of problems with clearance rates that reduce their utility for measuring police performance Despite these problems with the measurement of clearance rates, they are reported routinely by police departments, and they are used routinely by researchers Nationally, clearance rates for homicide have been falling almost linearly over the past four decades, dropping from (92% in 1960) to ( 66% in 1997) If clearance rates do represent investigative effectiveness, then this trend illustrates a substantial declin. Journal of PoliceEck, J.E. (1983). BIBLIOGRAPHY Alpert, G. P., Flynn, D., & Piquero, A. (2001). Effective community policing performance, Criminology, Police Science, Black, D.J. (1970). The production of crime rates. American Sociological Review Decker, S.H. (1981). Alternate measures of police output. American Journal of Police, ) Decker, S.H. (1980). The effect of police characteristics on alternative measures of police output. Criminal Justice Review. Federal Bureau of Investigation. (1980). Uniform Crime Reporting Program Data: Offenses Hatry, H.P. (1999). Performance measurement. Washington, DC: Urban Institute. Hatry, H.P., Blair, L.H, Fisk, D.M., Greiner, J.M., Hall, J.R. Jr., and Schaenman, P.S. (1992). How effective are your community services? Procedures for measuring their quality (2nd ed.). Washington, DC: Urban Institute and International City/County Management Association. Hickman, Matthew J. and Brian A. Reaves. (2001). Community Policing in Local Police Departments, 1997 and 1999. Washington, DC: Bureau of Justice Statistics. Hoffman, R. B. (1971). Performance measurements in crime control. Journal of Research in Crime & Delinquency, Hoover, W. J. (1984). Measuring the productivity of managers municipal police department. FBI Law Enforcement Bulletin , Horne, D. G. (1992). Public opinion surveys: Implications for police organizations. Canadian Police College journal. Kelling, G.L. (1992). Measuring what matters: A new way of thinking about crime and public order. The City Journal, Spring. Kelling, G.L. (1996). Defining the bottom line in policing: Organizational philosophy and accountability. In L.T. Hoover (ed.), Quantifying quality in policing Washington, DC: Police Executive Research Forum. Langan, P. A., Greenfeld, L. A., Smith, S. K., Durose, M. R., & Levin, D. J. (2001). Contacts between Police and the Public: Findings from the 1999 National Survey. Washington, DC: Bureau of Justice Statistics. Leo, R.A. 1996. The impact of Miranda revisited. Journal of Criminal Law and Criminology, Maguire, E.R. (2002). Multiwave Establishment Surveys of Police Organizations. Justice Research and Policy. Maguire, E.R. and C.D. Uchida (2000). Measurement and Explanation in the Comparative Study of American Police Organizations. In David Duffee (ed.), Criminal Justice 2000: Measurement and Analysis of Crime and Justice. Washington, DC: National Institute of Justice. Maltz, Michael D. (1999). Bridging Gaps in Police Crime Data: A Discussion Paper from the BJS Fellows Program. Washington, DC: Bureau of Justice Statistics. Moore, M.H. (2002). Recognizing value in policing: The challenge of measuring police performance. Washington, DC: Police Executive Research Forum. Hatry, H.P. (1999). Performance measurement. Washington, DC: Urban Institute. Decker, S.H. (1980). The effect of police characteristics on alternative measures of police output. Journal of PoliceEck, J.E. (1983). Solving crimes: The investigation of burglary and robbery. 1. To determine what are the factors relating to the performance of police investigator in Tacurong City. 2. Fairness 1 2 3 4 5 1.1 ( ) ( ) ( ) ( ) ( ) 1.2 ( ) ( ) ( ) ( ) ( ) 1.3 ( ) ( ) ( ) ( ) ( ) 1.4 ( ) ( ) ( ) ( ) ( ) 1.5 ( ) ( ) ( ) ( ) ( ) 2. Crime Prevention 1.1 ( ) ( ) ( ) ( ) ( ) 1.2 ( ) ( ) ( ) ( ) ( ) 1.3 ( ) ( ) ( ) ( ) ( ) 1.4 ( ) ( ) ( ) ( ) ( ) 1.5 ( ) ( ) ( ) ( ) ( ) 3. Response 1.1 ( ) ( ) ( ) ( ) ( ) 1.2 ( ) ( ) ( ) ( ) ( ) 1.3 ( ) ( ) ( ) ( ) ( ) 1.4 ( ) ( ) ( ) ( ) ( ) 1.5 ( ) ( ) ( ) ( ) ( ) 4. Resolve Complicts 1.1 ( ) ( ) ( ) ( ) ( ) 1.2 ( ) ( ) ( ) ( ) ( ) 1.3 ( ) ( ) ( ) ( ) ( ) 1.4 ( ) ( ) ( ) ( ) ( ) 1.5 ( ) ( ) ( ) ( ) ( ) 2. To determine the efficiency of police investigator in Tacurong City 1. 1. Duties 1 2 3 4 5 1.1 ( ) ( ) ( ) ( ) ( ) 1.2 ( ) ( ) ( ) ( ) ( ) 1.3 ( ) ( ) ( ) ( ) ( ) 1.4 ( ) ( ) ( ) ( ) ( ) 1.5 ( ) ( ) ( ) ( ) ( ) 2. Services 1.1 ( ) ( ) ( ) ( ) ( ) 1.2 ( ) ( ) ( ) ( ) ( ) 1.3 ( ) ( ) ( ) ( ) ( ) 1.4 ( ) ( ) ( ) ( ) ( ) 1.5 ( ) ( ) ( ) ( ) ( ) 3. Responsibilities 1.1 ( ) ( ) ( ) ( ) ( ) 1.2 ( ) ( ) ( ) ( ) ( ) 1.3 ( ) ( ) ( ) ( ) ( ) 1.4 ( ) ( ) ( ) ( ) ( ) 1.5 ( ) ( ) ( ) ( ) ( ) Republic of the Philippines Sultan Kudarat State University College of Art and Sciences Criminology Department FACTORS RELATING TO THE PERFORMANCE AND EFFICIENCY OF POLICE INVESTIGATOR IN TACURONG CITY SURVEY QUESTIONNAIRE Part-I profile of the respondents Direction; please fill in the blanks with your personal information Name:(Optional) ________________________________ Age: _______________ Gender:_____________ Highest Educational Attainment: (Kindly select once and check ) College Graduate: ________________ College Level: ___________________ High School Graduate: ____________ Elementary Graduate: _____________ Elementary Level: ________________ Training: _____________________ Rank: ________________ Occupation Part-II. Questions Instructions: Please answer the following statement by checking on each column after each item. The range below will be use to interpret the responds of the respondents for every survey questions Descrition Numerical Value 5 Always 4 Oftentimes 3 sometimes 2 Seldom 1 Never
Posted on: Mon, 08 Jul 2013 17:49:56 +0000
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