Staff one, 1978, p. 92 |
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Personnel Management
pioblem clearly. In the natural marketplace lot labor in
business and industry, there are salary differentials. In the
center of a big city, to get a secretary or a file clerk to come
downtown, you have to pay more—and that makes sense.
The reason you have to pay more is that is costs money to
commute into a city. Parking costs are higher; it costs more
for lunches; it takes time to travel to and from work; the
work area might be undesirable; and there is frequently more
pressure. As a result, salaries are generally $50 to $100 per
month higher for a clerical person in the middle of New York,
for example, than in one of the suburban New Jersey towns.
The same thing should apply to police officers. A policeman may work in an old, depressed neighborhood, where the
schools aren't good; so, because the policeman has a young
family, he probably lives in the suburbs. He will, of course,
have to drive further to work. It will cost him more, and it
will take more of his time away from his family. He has to
be compensated for that.
The U.S. Civil Service Commission is now looking into
this kind of situation on behalf of the federal employees who
work in the same classification but in different parts of the
country. That is a step in the right direction. It is unrealistic
that for working in the bigger, congested cities, with all the
problems and extra expenses attendant to it, there shouldn't
be any extra compensation.
Over 20 years ago, as a lieutenant representing police
officers in my police association, I fought hard for implementation of a salary-setting formula designed by the Griffinhagcn
Company for Los Angeles police and fire personnel. That
formula established a method for determining the prevailing
wages in my community, which permitted a realistic way to
determine equitable salaries for police officers. Most important, it removed the process from politics. A court suit further
settled that issue. As a result, Los Angeles has been fortunate
in being able to avoid the dissension and labor strife thai has
confronted other cities over police salaries. Even though the
concept of the prevailing wage is under attack, mostly from
168
Personnel Management
politicians, it has provided my cily with an ideal environment
for bringing equity to police-officer compensation.
WOMEN IN POLICING
Circumstances have dictated that special thinking be
applied to women in policing. We have a couple of dozen
who were hired under what we called our "Unisex Prograiii;"
those women had to meet all the standards and complete all
the training required of male officers. After that, they were
assigned just as any other officer would be assigned. Interestingly, one of my supervisors who is married to one of our
new policewomen told me, "I'm awfully afraid that she's
going to get some brutality complaints. She's working over in
my old division, and you look at her, she's a very lovely
female but she's big enough to handle herself." That woman
is a darn good police officer, and the men like to work with
her.
Many women wash out in the academy because God
didn't make women with the same musculature in the upper
body that men have. But those who do finish are qualified to
do the job. That is a far cry from the way some other cities
have met the demand for more women in policing. Instead of
setting standards, a great many towns and cities, under federal
pressure to lower standards, simply hired women, schooled
them, and thrust them out onlo the street.
In Los Angeles, we have had a type of policewoman who
hired on to be just that—a policewoman. In fact, Los Angeles
was the first city to hire policewomen—back in 1905.' Then,
they didn't have to undergo the physical demands of recruit
training that we require of the new women. Now, some of
the older policewomen have been out in the field as sergeants.
'National Advisory Commission on Criminal Justice Standards
and Goals, Police (Washington, D.C.: U.S. Government Printing Office, 1973).
169
Object Description
| Title | Staff one, 1978 |
| Description | Edward M. Davis. Staff one: a perspective on effective police management. Englewood Cliffs, New Jersey: Prentice-Hall, Inc., 1978. Accompanied by memo indicating the photocopy of the book was provided by the author. PART OF: Commission meetings (6 of 6). PART OF A SERIES: Materials in the series fall into one of several categories related to the Independent Commission's work product: (1) Commission meeting materials, which include meeting agendas, work plans, memoranda, and articles about police misconduct that were circulated and reviewed during the Commission's internal meetings; (2) public correspondence, which includes citizen complaints against the LAPD in the form of written testimony, articles, and an audio cassette tape, as well as letters drafted by citizens in support of the LAPD; (3) summaries of interviews held with LAPD officers regarding Departmental procedures and relations; (4) public meeting materials, which include transcripts, supplementary documents, and witness statements that were reviewed at the Commission's public meetings; (5) press releases related to the formation and work product of the Commission; and (6) miscellaneous materials reviewed by the Commission during its study, including LAPD personnel and training manuals, a memorandum of understanding, and messages from the LAPD's Mobile Digital Terminal (MDT) system. |
| Creator | Davis, Edward M. |
| Publisher (of the original version) | Prentice-Hall, Inc. |
| Place of publication (of the original version) | Englewood Cliffs, New Jersey, USA |
| Publisher (of the digital version) | University of Southern California |
| Date issued | 1978 |
| Type |
texts images |
| Format | 130 p. |
| Format (aat) | books |
| Format (imt) | application/pdf |
| Language | English |
| Contributing entity | University of Southern California |
| Part of collection | Independent Commission on the Los Angeles Police Department, 1991 |
| Series | Independent Commission file list |
| File | Commission meetings |
| Box and folder | box 22, folder 9, item 2 |
| Provenance | The collection was given to the University of Southern California on July 31, 1991. |
| Rights | This work is licensed under a Creative Commons Attribution 4.0 International License. https://creativecommons.org/licenses/by/4.0/ All requests for permission to publish or quote from manuscripts must be submitted in writing to the Manuscripts Librarian. Permission for publication is given on behalf of Special Collections as the owner of the physical items and is not intended to include or imply permission of the copyright holder, which must also be obtained. |
| Physical access | Contact: Special Collections, Doheny Memorial Library, Libraries, University of Southern California, Los Angeles, CA 90089-0189; specol@dots.usc.edu |
| Repository name | USC Libraries Special Collections |
| Repository address | Doheny Memorial Library, Los Angeles, CA 90089-0189 |
| Repository email | specol@dots.usc.edu |
| Filename | indep-box22-09-02 |
Description
| Title | Staff one, 1978, p. 92 |
| Format (imt) | image/tiff |
| Physical access | Contact: Special Collections, Doheny Memorial Library, Libraries, University of Southern California, Los Angeles, CA 90089-0189; specol@dots.usc.edu |
| Full text | Personnel Management pioblem clearly. In the natural marketplace lot labor in business and industry, there are salary differentials. In the center of a big city, to get a secretary or a file clerk to come downtown, you have to pay more—and that makes sense. The reason you have to pay more is that is costs money to commute into a city. Parking costs are higher; it costs more for lunches; it takes time to travel to and from work; the work area might be undesirable; and there is frequently more pressure. As a result, salaries are generally $50 to $100 per month higher for a clerical person in the middle of New York, for example, than in one of the suburban New Jersey towns. The same thing should apply to police officers. A policeman may work in an old, depressed neighborhood, where the schools aren't good; so, because the policeman has a young family, he probably lives in the suburbs. He will, of course, have to drive further to work. It will cost him more, and it will take more of his time away from his family. He has to be compensated for that. The U.S. Civil Service Commission is now looking into this kind of situation on behalf of the federal employees who work in the same classification but in different parts of the country. That is a step in the right direction. It is unrealistic that for working in the bigger, congested cities, with all the problems and extra expenses attendant to it, there shouldn't be any extra compensation. Over 20 years ago, as a lieutenant representing police officers in my police association, I fought hard for implementation of a salary-setting formula designed by the Griffinhagcn Company for Los Angeles police and fire personnel. That formula established a method for determining the prevailing wages in my community, which permitted a realistic way to determine equitable salaries for police officers. Most important, it removed the process from politics. A court suit further settled that issue. As a result, Los Angeles has been fortunate in being able to avoid the dissension and labor strife thai has confronted other cities over police salaries. Even though the concept of the prevailing wage is under attack, mostly from 168 Personnel Management politicians, it has provided my cily with an ideal environment for bringing equity to police-officer compensation. WOMEN IN POLICING Circumstances have dictated that special thinking be applied to women in policing. We have a couple of dozen who were hired under what we called our "Unisex Prograiii;" those women had to meet all the standards and complete all the training required of male officers. After that, they were assigned just as any other officer would be assigned. Interestingly, one of my supervisors who is married to one of our new policewomen told me, "I'm awfully afraid that she's going to get some brutality complaints. She's working over in my old division, and you look at her, she's a very lovely female but she's big enough to handle herself." That woman is a darn good police officer, and the men like to work with her. Many women wash out in the academy because God didn't make women with the same musculature in the upper body that men have. But those who do finish are qualified to do the job. That is a far cry from the way some other cities have met the demand for more women in policing. Instead of setting standards, a great many towns and cities, under federal pressure to lower standards, simply hired women, schooled them, and thrust them out onlo the street. In Los Angeles, we have had a type of policewoman who hired on to be just that—a policewoman. In fact, Los Angeles was the first city to hire policewomen—back in 1905.' Then, they didn't have to undergo the physical demands of recruit training that we require of the new women. Now, some of the older policewomen have been out in the field as sergeants. 'National Advisory Commission on Criminal Justice Standards and Goals, Police (Washington, D.C.: U.S. Government Printing Office, 1973). 169 |
| Filename | indep-box22-09-02~092.tif |
| Archival file | Volume72/indep-box22-09-02~092.tif |
