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BICOL COLLEGE
College of Criminology
SUBJECT-1 LAW ENFORCEMENT ADMINISTRATION

POLICE PERSONNEL AND RECORDS MANAGEMENT

PERSONNEL MANAGEMENT
The Area of Human Resource Management

Efficient management of human resources in any organization can spell the difference between its
success and failure to attain its objectives or goals.

The need for a more efficient management of human resources is very demanding today. In it is the
success of every organization for it to overcome the demands in human response brought about by the
following factors: stiffer competition in business;

rapid changes in technological, competitive, and economic environments; the expletion of technical and
managerial knowledge; spiraling wage and benefits costs; increasingly complex government intervention in
running the business through laws and regulations; the growing strength of labor unions and the felt need in
many businesses to find better ways to manage rapidly changing tasks involving the coordination of many
diverse specializations.

The human resource management approaches that executive use differs because of external and
internal environment an organization has to contend with. Two extremes approaches to human resource
management executive employ are: exploitation, manipulation or taking advantage of employees in order to
maximize return on investment in people; and providing the highest form of benefit a company can offer its
employees. In the latter approach, the organization uses a systematic, organized approach to guarantee
opportunities for the full use of the talents and potentials of its personnel. It offers the employees an
opportunity to achieve appropriate return on his or her investment of time and effort through greater economic
and personal rewards. The organization benefit since it is able to achieve its production, sales and profit goals.

All managerial employees of an organization are involved in managing personnel. Human resource
management is a line management responsibility. Efficient management of employees is the task of all
managers even if this is not their primary duty, function, or responsibility.

Function under Personnel Management

Operative Functions of Police Personnel

The primary function of Personnel Department is commonly Personnel Operative Functions. These are
the following:

1. Police Personnel planning is a study of the labor supply of jobs, which are composed with the
demands for employees in an organization to determine future personnel requirements, which either increase
or decrease. If there is an expected shortage of personnel the organization may decide to train and develop
present employees and/or recruit from outside sources.

2. Police Recruitment - is the process of encouraging police applicant from outside an organization to
seek employment in an organization. The process of recruitment consists of developing a recruitment plan,
recruitment strategy formulation job applicants search, screening of qualified applicants, and maintaining a
waiting list of qualified applicants.

3. Police Selections (screening) - is the process of determining the most qualified police applicant for a
given position in the police organization.

4. Police Placement- is the process of making police officers adjusted and knowledgeable in a new job
and or working environment.

5. Police Training and Development refers to any method used to improve the attitude, knowledge,
and skill or behavior pattern of an employee for adequate performance of a given job. It is a day-to-day, year
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round task. All police officers on a new position undergo a learning process given a formal training or not.
Learning is made easier for officers when the organization provides formal training and development. It
reduces unnecessary waste of time, materials, man hours and equipment.

6. Police Appraisal or Performance Rating - performance rating is the evaluation of the traits, behavior
and effectiveness of a police officer on the job as determined by work standards. It is judgmental if it is made a
tool in decision- making for promotion, transfer, pay increase, termination or disciplinary actions against police
officers. It is developmental in purpose when the evaluation is used to facilitate officers improvement in
performance or used to improve recruitment, selection, training and development of personnel.

7. Police Compensation - Financial compensation in the form of wages of salaries constitutes the
largest single expenditure for most organizations. In Metropolitan Manila and other urban centers, wages of
salaries represent the sole source to meet the basic needs of food, clothing and shelter and it also provide the
means to attain that standard of living and economic security that vary in degrees upon a persons
expectations.

POLICE PERSONNEL PROGRAM

JOB DESCRIPTION

After a job is analyzed, the facts about it are gathered, summed up, and recorded in the job description
and job specifications.

A job description may be defined an abstract of information derived from the job analysis report,
describing the duties performed, the skills, the training, and experienced required, the responsibilities involved,
the condition under which the job is done, and the relation of the job to the other job, in the organization.

Therefore, a job description contains detailed and accurate descriptions of the following:

1. Major duties performed.

2. Percentage of time devoted to each duty.

3. Performance standards.

4. Working conditions including possible hazards.

5. Number of persons working on the same job.

6. Reporting relationships

7. Machines and equipment used.

8. Major responsibilities (money, men, etc.)

The study of any job is consists of four parts:

1. The description of the functions: duties performed and responsibilities involved, and the relation of the job
with other jobs in the company. This is known as job description.

2. The specification of the minimum personal qualifications in terms of trait, skill, knowledge and ability required
of a worker to perform the job satisfactorily. This is known as job specification.

3. After writing the job description and job specification, the draft must be submitted to the supervisor
concerned for verification and confirmation.

4. The identification of the job by its correct title. The title must be reflective for the functions of duties of the
job.

Acquiring Competent and Qualified Personnel

The Recruitment of Police Personnel

The first step in the recruiting procedure, and the one which should receive greatest emphasis, is that
of attracting well-qualified applicants. The best selection devices available are of little value if the recruiting
effort has failed to attract candidates of high caliber. Widespread publicity directed at the particular element of
the population which it is hoped will he attracted to the examination is the best method of seeking outstanding
applicants. However, in order to point publicity and to direct it into the most effective channels, it is necessary
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to know that type of employment, it is necessary to analyze the duties and responsibility of the class of
positions for which applicants are being sought in order to determine what qualifications are needed.

QUALIFICATION APPRAISAL GUIDE

The following is a qualifications appraisal guide for patrolmen candidates, wherein the applicant is rated
either (1) clearly unsuited, (2) deficient, (3) satisfactory, (4) superior, (5) outstanding.

1. Appearance, Manner and Bearing

2. Ability to present ideas

3. Special Adaptability

4. Judgment

5. Alertness

6. Emotional Stability

7. Respiration

8. Circulation

9. Kidneys

MEDICAL STANDARDS FOR POLICE CANDIDATES

The following is a check list of medical standards for examination of police candidates:

1. General Appearance

The applicant must be free from any marked deformity, from all parasite or systematic skin disease,
and from evidence of intemperance in the use of stimulants or drugs. The body must be wel1-proportioned, of
good muscular development, and show careful attention to personal cleanliness. Obesity, muscular weakness
or poor physique must be rejected. Girth of abdomen should not more than the measurement of chest at rest

2. Nose, Mouth and Teeth

Obstruction to free breathing chronic cataract or very offensive breath must be rejected. The mouth
must be free from deformities in conditions that interfere with distinct speech or that predisposes to disease of
the ear, nose or throat. There shall be no disease or hypertrophy of tonsil or thyroid enlargement. Teeth must
be clean, well-cared for and free from multiple cavities. Missing teeth may be supplied by crown or bridgework,
where site of teeth makes this impossible, rubber denture will be accepted. At least twenty natural teeth must
be present. Pyorrhea will be rejected.

3. Hernia

In any form, actual or potential must be rejected.

4. Genitals

Must be free from deformities and from varicose, hydrocele, and enlargement of the testicle, stricture or
incontinence of urine. Retained or strophy is rejected. Any acute and all venereal diseases of these organs
must be rejected.

5. Varicose Veins

A marked tendency to their formation must be rejected.

6. Arms, Legs, Hands and Foot

Must be free from infection of the joints, sprains, stiffness or other conditions, such as flat foot,
ingrowing nails or hammer toes which would prevent the proper and easy performance of duty. First (index)
second (middle), and third (ring) fingers and thumb must be present in their entirely. The toe must be the sane
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7. Eyes

The applicant must be free from color blindness, and be able to read with each eye separately standard
test type at a distance of twenty feet. Loss of either eye, chronic inflammation of the lids or permanent
abnormalities of either eye must be rejected, 20/20 or 20/30 in one eye, with binocular vision of 20/30.

THE SELECTION OF POLICE PERSONNEL

The purpose of the selection process is to secure these candidates who have the highest potential for
developing into good policemen. The process involves two basic functions. The first function is to measure
each candidates qualifications against whose ideal qualifications which are established chiefly through job
analysis. The second function, because of the comparative nature of the merit system, is to rank the
candidates relatively on the basis of their qualifications.

THE SCREENING PROCESS

The selection process is largely one of screening. Normally in the selection of entrance level policemen,
the following steps are made:

1. Application

All candidates who do not meet the basic height, weight, education, and citizenship requirements
should be disqualified.

2. Fingerprint Check

Candidates are checked for past criminal records or say derogatory information as file with the
government.

3. Written Examination

Applicants are tested whether they have the require minimum attitudes, knowledge, and abilities
necessary for the proper performance of their duties as police officers.

4. Physical Ability Test

Design to eliminate those who at the time of the test do not have the required coordination, strength
and speed of movements.

5. Personal Interview

To determine whether or not the candidates pattern of personality traits is suitable for police work.

6. Medical Examination

To determine whether or not the candidate is in good health and is free from defects this would disable
or reduce his police efficiency and meets the standard distance and color vision.

7. Neuro-Psychiatric Test

To exclude those applicants who are emotionally and temperamentally unstable, psychotic and
suffering from mental disorder.

8. Character Investigation

To determine the candidates reputation and character in his neighborhood and if his habits and attitude
would make him a good prospect for the police job.

IMPORTANCE OF INTELLECTUAL, EMOTIONAL AND ETHICAL QUALITIES

The need for more than average intelligence in police service from the necessity of dealing with
extremely complex situation and of matching with malefactors, some whom are extremely intelligent though
frequently otherwise deficient. The need for high ethical standards springs from the nature of police work; it
involves dealing with many persons who are ethically deficient. It also frequently presents unusual,
opportunities and temptation that require more than average moral stamina to withstand. The need for
emotional stability arises from the grave nature of the responsibilities that are imposed on policeman and the
authority that is theirs. The need for a suitable personality grows from the fact that the principal duties of
policemen involves dealing with other persons getting them to conform to regulations and to do what the
policeman want with minimum friction and resentment.
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So long as policemen indulge in the petty graft or a handout; so long as they are unable to control their
own emotions; so long as they arouse resentment in the persons with whom they deal;; and so long as the
level of intelligence in many is below average; professionalization of police service and the development of
public respect and friendliness will be unlikely.

On Selection Procedures

The purpose of the selection process is to secure these candidates who have the highest potential for
developing into good policemen. The process involves two basic functions. The first function is to measure
each candidates qualifications against whose ideal qualification that are established chiefly through job
analysis. The second function, because of the comparative nature of the merit system, is to rank the
candidates relatively on the basis of their qualifications.

The Screening Procedures

Preliminary Interview - the applicant shall be interviewed personally by the personnel officer. If the
applicant qualifies with respect to the requirements of citizenship, education and age, he shall be required to
present the following:

>Letter of application if none has been submitted

>An information sheet
>A copy of his picture (passport size)
>Birth Certificate
>Transcript of scholastic records and! or diploma
>Fingerprint card, properly accomplished.
>Clearance papers from the local police department PNP provincial headquarters, city or municipal
court and city or provincial prosecutors office and his hometown police department, NBI, and others that may
be required.
Physical and Medical Examination - in order to determine whether or not the applicant is in good health,
free from any contagious diseases and physically fit for police service, he shall undergo a thorough physical
and medical examination to be conducted by the police health officer after he qualifies in the preliminary
interview.

Physical Agility Test - the Screening Committee shall require the applicant to undergo a physical agility
test designed to determine whether or not he possess the required coordination strength, and speed of
movement necessary for police service. The applicant shall pass the tests like Pull-ups-6 Push-ups-27, Two
minutes sit-ups- 45, Squat jumps-32, Squat thrusts-20

The Police Screening Committee may prescribe additional requirements if facilities are available.

POLICE APPOINTMENT

Any applicant who meets the general qualifications for appointment to police service and who passes
the tests required in the screening procedures, shall be recommended for initial appointment and shall be
classified as follows:

Temporary if the applicant passes through the waiver program as provided in under R.A 8551.

Probationary if the applicant passes through the regular screening procedures.

Permanent if the applicant able to finish the required field training program for permanency.

Appointment in the PNP shall be affected in the following manner:

A. PO1 to SPO4 appointed by the PNP Regional Director for regional personnel or by the Chief of the
PNP for National Head Quarters personnel and attested by the Civil Service Commission (CSC)

B. Inspector to Superintendent appointed by the Chief PNP as recommended by their immediate

superiors and attested by the Civil Service Commission (CSC).

C. Sr.Supt to Dep. Dir. Gen. Appointed by the President upon the recommendation of the Chief PNP
with the endorsement of the Civil Service Commission (CSC) and with confirmation by the Commission on
Appointment (CA).

D..Director General appointed by the President from among the most senior officers down to the
rank of Chief Superintendent in the service subject to the confirmation of the Commission on Appointment
(CA). Provided, that the C/PNP shall serve a tour of duty not exceeding four (4) years. Provided further, that in
times war or other national emergency declared by congress, the President may extend such tour of duty.
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Waiver for Appointment

Waivers for initial appointment to the police service shall be governed by Section 15 of Republic Act
8551, IRR.

Appointment by Lateral Entry

In general, all original appointments of Commissioned Officers (CO) in the PNP shall commenced with
the rank o inspector to include those with highly technical qualifications applying for the PNP technical
services, such as dentist, optometrist, nurses, engineers, and graduates of forensic sciences. Doctors of
Medicine, members of the Bar and Chaplains shall be appointed to the rank of Senior Inspector in their
particular technical services. Graduates of the PNPA shall be automatically appointed to the initial rank of
Inspector. Licensed Criminologist may be appointed to the rank of Inspector to fill up any vacancy.

POLICE SALARIES, BENEFITS, AND PRIVILEGES

On Salary

The uniformed members of the PNP are considered employees of the National Government and draw
their salaries there from. They have the same salary grade that of a public school teacher. Police Officers
assigned in Metropolitan Manila, chartered cities, and first class municipalities may be paid with financial
incentives by the local government unit concerned subject to the availability of funds.

On Benefits and Privileges

1. Incentives and Awards

The NAPOLCOM shall promulgate standards on incentives and award system in the PNP administered
by the Board of Incentives and Awards. Awards maybe in the forms of decorations, service medals and citation
badges r in monetary considerations.

The following are examples of authorized Decorations/medals/citation:

>Police Medal of Valor

> Police Medal of Merit
>Wounded Police Medal
> Police Efficiency Medal
> Police Service Medal
> Police Unit Citation Badge
Posthumous Award in case a police officer dies.

2. Health and Welfare

The NAPOLCOM is mandated to provide assistance in developing health and welfare programs for
police personnel. All heads of the PNP in their respective levels are responsible to initiate proper steps to
create a good atmosphere to a superior- subordinate relationship and improvement of personnel morale
through appropriate welfare programs.

3. Longevity Pay and Allowances

Under Republic Act 6975, PNP personnel are entitled to a longevity pay of 10% of their basic monthly
salaries for every five years of service but the totality of such longevity pay does not exceed 50% of the basic
pay.

They shall also enjoy the following allowances:

>Subsistence allowance

>Quarters allowance

> Clothing allowance

> Cost of living allowance

> Hazard pay

>Others

4. Retirement Benefit
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Monthly retirement pay shall be fifty percent (50%) of the base pay and longevity pay of the retired
grade in case of twenty (20) years of active service, increasing by two and one-half percent (2.5%) for every
year of active service rendered beyond twenty (20) yeas to a maximum of ninety percent (90%) for thirty-six
(36) years of service and over: Provided, That the uniformed member shall have the option to receive in
advance and in lump sum his or her retirement pay for the first five (5) years: Provided, further, That payment
of the retirement benefits in lump sum shall be made within six (6) months from effectivity date of retirement
and/or completion: Provided, finally, That retirement pay of PNP members shall be subject to adjustments
based on the prevailing scale of base pay of police personnel in the active service. (Section 36, RA 8551
IRR)

5. Permanent Physical Disability Pay

A PNP member who is permanently and totally disabled as a result of injuries suffered or sickness
contracted in the performance of duty as certified by the National Police Commission, upon finding and
certification by the appropriate medical officer, that the extent of the disability or sickness renders such
member unfit or unable to further perform the duties of his or her position, shall be entitled to a gratuity
equivalent to one year salary and to a lifetime pension equivalent to eighty percent (80%) of his or her last
salary, in addition to other benefits as provided under existing laws.

Should such member who has been retired under permanent total disability under this Section die
within five (5) years from his retirement, his surviving legal spouse or, if there be none, the surviving dependent
legitimate children shall be entitled to the pension for the remainder of the five (5) year guaranteed period.
(Section 37, RA 8551 IRR)

6. Early Retirement Benefit

A PNP member of his or her own request and with the approval of the NAPOLCOM, retire from the
service and be paid separation benefits corresponding to a position two ranks higher than his present rank
provided that the officer or non-officer has accumulated at least 20 years of service.

POLICE DISCIPLINARY MECHANISM

Aside from higher police management levels that can impose disciplinary actions against subordinates,
the following also serves as disciplinary mechanisms in the police service

Administrative Disciplinary Powers of the LCE - The City and Municipal Mayors shall have the
power to impose, after due notice and summary hearings, disciplinary penalties for minor offenses committed
by members of the PNP assigned to their respective jurisdictions as provided in Section 41 of Republic Act No.
6975, as amended by Section 52 of Republic Act No. 8551.

PLEB - the PLEB (Peoples Law Enforcement Board) is the central receiving entity for any citizens
complaint against PNP members. As such, every citizens complaint, regardless of the imposable penalty for
the offense alleged, shall be filed with the PLEB of the city or municipality where the offense was allegedly
committed. Upon receipt and docketing of the complaint, the PLEB shall immediately determine whether the
offense alleged therein is grave, less grave or minor.

Should the PLEB find that the offense alleged is grave or less grave, the Board shall assume
jurisdiction to hear and decide the complaint by serving summons upon the respondent within three (3) days
from receipt of the complaint. If the PLEB finds that the offense alleged is minor, it shall refer the complaint to
the Mayor or Chief of Police, as the case may be, of the city or municipality where the PNP member is
assigned within three (3) days upon the filing thereof.

If the city or municipality where the offense was committed has no PLEB, the citizens complaint shall
be filed with the regional or provincial office of the Commission nearest the residence of the complainant.

Administrative Offenses that may be imposed against a PNP

The following are the offense for which a member of the may be charge administrative:

I Neglect of duty or non-feassance is the omission of refusal, without sufficient excuse, to perform an
act or duty, which it was the peace officers legal obligation to perform; it implies a duty as well as its breach
and the fast can never be found in the absence of a duty..

>Irregularities in the performance of duty Is the improper performance of some act which might
lawfully done.
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>Misconduct or Malfeasance Is the doing, either through ignorance, inattention or malice, of that
which the officer had no legal right to do at all, as where he acts without any authority whatsoever, or exceeds,
ignores or abuses his powers.

>Incompetency is the manifest lack of adequate ability and fitness for the satisfactory performance
of police duties. This has reference to any physical, moral or intellectual quality the lack of which substantially
incapacitates one to perform the duties of a peace officer.

>Oppression imports an act of cruelty, severity, unlawful exaction, domination, or excessive use of
authority. The exercise of the unlawful powers or other means, in depriving an individual of his liberty or
property against his will, is generally an act of oppression.

>Dishonesty is the concealment or distortion of truth in a matter of fact relevant to ones office, or
connected with the performance of his duties.

>Disloyalty to the Government consists of abandonment or renunciation of ones loyalty to the

Government of the Philippines, or advocating the overthrow of the government.

>Violation of Law presupposes conviction in court of any crime or offense penalized under the
Revised Penal Code or any special law or ordinance.

5.2.5 Developing and Motivating Personnel

POLICE TRAINING

The Need for Police Training

Organized training is the means by which officers are provided with the knowledge and the skills
required in the performance of their multiple, complex duties. In order that the recruit officer may commence
his career with a sound foundation of police knowledge and techniques, it is most important that the entrance
level training he soundly conceived, carefully organized and well-presented.

Even the most carefully selected and highly motivated individual will not be capable of performing the
hazardous, complicated task of maintaining the peace and order of a community without carefully prepared
and well-presented training program. Officers in a police department often have to work individually, even
independently to accomplish the police mission. Some phases of police work require an extremely high degree
of technical skill or specialized expertise.

Training and the Changes in Police Works

During the past decades tremendous changes in police work have occurred. Advances in technology of
communications and equipment, public relations and employee relations as well as total evolution in the whole
social structure have made a law enforcement work more complex and difficult to pursue. The ordinary officer
must be briefed and oriented on new changes and developments that affect his job and the recruit must be
given a new solid foundation contemporary with the needs of the time. Policemen do not stay trained. If they do
not forget what they have learned, it is continually made absolute by improved technology and social changes,
and requires frequent renewal to keep it current and useful.

Standards for Police Training

The major portion of a training program should be functional. This means that the controlling purpose of
the program should be to bring about improvement in the performance of the duties of Paw enforcement
officers. When a program is functional in character, it is directed toward:

Providing information in the performance of duty, or in meeting responsibilities

>Developing ability to perform duties

>Developing and maintaining high morale

>Developing ability to think clearly and to exercise sound judgment in the performance of duties

>All training program operated by law enforcement agencies should limit their enrolment to law enforcement
officers.

>Training courses should be set-up prescribed units of instruction and arranged on a time schedule.

>Practical recruit training subsequent to employment should be provided.

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>Instructors of police training should be qualified in at least five particulars, as follows:

>Knowledgeable of the job based upon successful experience

>Sufficient general education to meet instructional demands.

>Ability to apply well training methods in instructional work.

>Such personal characteristics are as important for instructors.

>Employment states law enforcement officers or other satisfactory official status.

Working conditions affecting the training program should be sufficiently favorable to make it possible to
do a satisfactory job. Some of the more important conditions, which can be varied widely to meet local
conditions, include:

Time schedules: times of day, length of periods.

>Frequency of class meeting.

>Classroom facilities.

>Equipment and supplies

>Requirements concerning attendance

Phases of Police Training

>Induction training of recruits who have been selected on the basis of intelligence and aptitude for police work.

>Contamination training of recruits throughout their probationary period to increase their knowledge and skill.

>Refresher and advanced training of experienced police officers, including presentation of new methods in
such aspects as traffic control, juvenile delinquency, or investigation.

> Training of command officers in supervision, departmental objectives, and administration.

Pre-and-post employment university training.

Responsibility of Training

The training of police officers shall be the responsibility of the PNP in coordination with the Philippine Public
Safety College (PPSC) which shall be the premier educational institution for the training of human resources in
the field of law enforcement (PNP, BFP, BJMP), subject to the supervision of the NAPOLCOM.

Types of Police Training Programs

The following are the training programs in the police service:

>Basic Recruit Training

> Field Training
> In-Service Training programs
> Department In-service training programs
> National and International Conventions on Policing
The Basic Recruit Training the most basic of all police training which a prerequisite to permanency of
appointment is.

The Basic Recruit Training shall be in accordance with the programs of instructions prescribed by the PPSC
and the NAPOLCOM subject to modifications to suit local conditions.

It shall be a course, which is conducted with in not less than six (6) months. A training week shall normally
consist of 40 hours of scheduled instructions.

Full time attendance in the Basic Recruit Training Attendance to this type of training is full time basis.
However, in cases of emergency, recruits maybe required to render service upon certification of the Regional
Director or the City or Municipal Chief of Police the necessity of such service.

Completion and Certification of Training after the Basic Recruit Training, the Regional Director shall
certify that the police recruits has completed the training and has satisfied all the requirements for police
service.
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The PNP Field Training is the process by which an individual police officer who is recruited into the service
receives formal instruction on the job for special and defined purposes and performs actual job functions with
periodic appraisal on his performance and progress.

Under R.A 8551, all uniformed members of the PNP shall undergo a field training program involving actual
experience and assignment in patrol, traffic and investigation as a requirement for permanency of their
appointment. The program shall be for twelve

(12) Months inclusive of the Basic Recruit Training Course for non-officers and the Officer Orientation Course
or Officer Basic Course for officers. (Section 20, RA 8551 IRR)

The In-Service Training Programs

> Junior Leadership Training for P01 to P03

> Senior Leadership Training for SPOI to SPO4
>Police Basic Course (PBC) preparatory for OBC for senior police officers
> Officers Basic Course (OBC) for Inspectors to Chief Inspectors
Officers Advance Course (QAC) for Chief Inspectors to Sn Superintendent
> Officer Senior Education Course (OSEC) Superintendent and above
>Directorial Staff Course (DSC) for directors and above.

The Departmental Training Programs as often as practicable and as the need arises, all members of the
police department shall undergo appropriate department in-service training which includes the following:

1. Roll-Call Training instructional courses of several hours a day concerning departmental activities.

2. Supervisory development, Specialized or Technical Training Seminars or special sessions on criminal

investigation, traffic control, drug control, etc.

3. Training conducted by other law enforcement units or agencies.

POLICE APPRAISAL

Appraisal refers to the process of measuring the performance of people in achieving goals and
objectives. It is also known as performance evaluation system.

Purposes of Police Appraisal

1. It serves as guide for promotion, salary increase, retirement, and disciplinary actions.
2. It increases productivity and efficiency of police works.
3. It assimilate supervision
4. It informs the officer of the quality of his work for improvements

Uses of Police Appraisal

Police appraisal can be useful for personal decisions making in the following areas:
> Eligibility to be hired
> Salary adjustments
> Determining potential for promotion
> Evaluation of probationary officers
> Identification of training needs
> Isolating supervisory weaknesses
> Validating selection techniques
> Reduction in ranks (demotion)
> Dismissal from service and other disciplinary actions.

Factors used in Police Appraisal

>Observation of work hours
> Attendance
> Appearance
> Compliance with rules
> Safety practices
> Public Contacts and relations
> Knowledge of work
> Work judgment
> Planning and organizing
> Leadership
> Quality of work
> Acceptance and directions of responsibility
> Effectiveness under stress
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> Care and operations of equipment

> Work coordination
> Initiative
> Supervisory skills
> others

PNP Appraisal System

The Performance Evaluation in the police service is the responsibility of the NAPOLCOM, which shall
issue the necessary rules and regulation for the orderly administration of the appraisal process. Such
performance evaluation shall be administered in such a manner as to foster the improvement of every
individual police efficiency and behavioral discipline as well as the promotion of the organizations
effectiveness.
The rating system shall be based on the standards set by the National Police Commission and shall
consider results of annual physical, psychological and neuropsychiatric examinations.

What are the rules on retirement benefits in the PNP?

Monthly retirement pay shall be fifty percent (50%) of the base pay and longevity pay of the retired
grade in case of twenty (20) years of active service, increasing by two and one-half percent (2.5%) for every
year of active service rendered beyond twenty

(20) yeas to a maximum of ninety percent (90%) for thirty-six (36) years of service and over: Provided,
That the uniformed member shall have the option to receive in advance and in lump sum his or her retirement
pay for the first five (5) years: Provided, further, That payment of the retirement benefits in lump sum shall be
made within six (6) months from effectivity date of retirement and/or completion: Provided, finally, That
retirement pay of PNP members shall be subject to adjustments based on the prevailing scale of base pay of
police personnel in the active service. (Section 36, RA 8551 IRR)

5.2.7.3 Death

5.2.7.4 Disciplinary Action (Dismissal)

What is Breach of Internal Discipline?

Breach of internal discipline refers to any offense committed by a member of the PNP affecting order
and discipline within the police organization. (Section 55, RA 8551- IRR)

An example of this is a minor offense which shall refer to any act or omission not involving moral
turpitude, but affecting the internal discipline of the PNP, and shall include, but shall not be limited to:

1. Simple misconduct or negligence;

2. Insubordination;

3. Frequent absences and tardiness;

4. Habitual drunkenness; and

5. Gambling prohibited by law

What is the rule in dealing with breach of internal discipline?

In dealing with breach of internal discipline, including minor offenses, committed by any member, the
duly designated supervisor or equivalent officer of the PNP shall after due notice and summary hearing,
exercise disciplinary powers as follows:

a. Chief of Police or equivalent supervisor may summarily impose the administrative penalty of
admonition or reprimand, restriction to specified limits, withholding of privileges, forfeiture of salary or
suspension, or any combination of the foregoing: Provided, that in all cases, the total period shall not exceed
fifteen (15) days.

The supervisor equivalent to a Chief of Police is the officer-in-charge of the police station, the district
commander of the PNP Mobile Force, or any other officer classified as such by the Commission;

b. Provincial Director or equivalent supervisor may summarily impose the administrative penalty of
admonition or reprimand, restrictive custody, withholding of privileges, forfeiture of salary or suspension, or any
combination of the foregoing: Provided, That, in all cases, the total period shall not exceed thirty (30) days.
Page 12 of 19

The supervisor equivalent to a PNP Provincial Director is the Head of the

Regional Mobile Force, the Head of the Regional Unit of Administrative and

Operational National Support Units, the Director of a Police District Office, or any other officer classified
as such by the Commission;

c. Police regional director or equipment supervisor shall have the power to impose upon any member
the administrative penalty of dismissal from the service. He may also impose the penalty of admonition or
reprimand, restrictive custody, withholding of privileges, suspension or forfeiture of salary, demotion, or any
combination of the foregoing: Provided, That, in all cases, the total period shall not exceed sixty (60) days.

The supervisor equivalent to a PNP Regional Director is the Director of a PNP administrative or
operational support unit or any other officer classified as such by the Commission; and

D.The Chief of the PNP shall have the power to impose the administrative penalty of dismissal from the
service, suspension or forfeiture of salary, or any combination thereof for a period not exceeding one hundred
eighty (180) days:

Provided, That the Chief of the PNP shall have the authority to place a PNP member under restrictive
custody during the pendency of an administrative case for a grave offense or a criminal case for a serious
offense filed against said member. (Section 55, RA 8551 IRR)

Who shall have Summary Dismissal Powers against PNP members?

The National Police Commission, the Chief of the PNP and PNP Regional Directors, after due notice
and summary hearings, may immediately remove or dismiss any respondent PNP member in any of the
following cases:

a. When the charge is serious and the evidence of guilt is strong;

b. When the respondent is a recidivist or has been repeatedly charged and there are reasonable
grounds to believe that he or she is guilty of the charges; and
c. When the respondent is guilty of a serious offense involving conduct unbecoming of a police officer.
The PLEB has also dismissal power against PNP members whose are charged for administrative
case/s under its jurisdiction.

What is AWOL? Is it a ground for summary dismissal?

AWOL means Absence without Official Leave (AWOL) and it refers to the status of any PNP member
who absents himself or herself from work without approved leave of absence and encompasses but is not
limited to the following:

a. Absence from place of work or assignment without approved vacation leave;

b. Failure to report for duty after the expiration of approved leave of absence;
c. Failure to give notice to his her or her immediate superior officer the fact of his or her inability to
report for work on account of sickness or injury;
d. Failure to file appropriate application for sick leave after his or her return for work attaching therewith
the required medical certificate;
e. Abandonment of work or assignment without prior approval of his or her immediate superior officer;
and
f. Failure to report to his or her new assignment or unit within three (3) days from receipt of the order of
reassignment or for reporting to a unit where he or she is not officially assigned.
Continuous absences without official leave for thirty (30) calendar days or more incurred by any PNP
member under any of the aforementioned categories, shall be a ground for the summary dismissal of a PNP
member. (2nd paragraph of Section 58, Section 597, RA 8551 IRR).

Is AWOL a basis for dropping a PNP member from the rolls of police officers?
Yes, a PNP member who has been continuously absent without approved leave for thirty (30) calendar
days or more may be dropped from the rolls without prior notice. Provided, that said member shall be notified
of his or her having been dropped from the rolls, which is a non-disciplinary action, not later than five (5) days
from its effectivity. Provided, further, That such notice shall be sent to the address of the PNP members
concerned appearing on his or her latest personnel record on file in his or her latest place of work or
assignment. (Section 60, RA 8551 IRR)
Page 13 of 19

What are the Disciplinary Appellate Boards of the NAPOLCOM?

The formal administrative disciplinary appellate machinery of the Commission for the PNP members
shall be the National Appellate Board (NAB) and the Regional Appellate Boards (RABs).
The NAB shall be composed of the four (4) regular Commissioners and shall be chaired by the
Executive Officer. The Board shall consider appeals from decisions of the Chief of the PNP.
The NAB may conduct its hearing or sessions in Metropolitan Manila or any part of the country as it
may deem necessary.
There shall be at least one (1) RAB in every administrative region in the country to be composed of a
senior officer of the regional office of the Commission as Chairman and one (1) representative each from the
PNP, and the regional peace and order council as members: Provided, That the Commission may create
additional regional appellate boards as the need arises. (Section 61, RA 8551 IRR)

What is the rule when a PNP member is charged of a criminal case?

Upon the filing of a complaint or information sufficient in form and substance against a member of the
PNP for grave felonies or serious offenses where the penalty imposed by law is six (6) years and one (1) day
or more, the court shall Immediately suspend the accused from office for a period not exceeding ninety (90)
days from arraignment: Provided, however, That if it can be shown by evidence that the accused is harassing
the complainant or witnesses, the court may order the preventive suspension of the accused PNP member
even if the charge is punishable by a penalty lower than six (6) years and one (1) day: Provided, further, That
the preventive suspension shall not be more than ninety (90) days except f the delay in the disposition of the
case is due to the fault, negligence or petitions of the respondent: Provided, finally, That such preventive
suspension may be sooner lifted by the court in the exigency of the service upon recommendation of the Chief
of the PNP. Such case shall be subject to continuous trial and shall be terminated within ninety (90) days from
arraignment of the accused.

5.3.3 Career and Job- Enrichment Programs

EXAMINATION AND ELIGIBILITY

The National Police Commission shall administer the entrance and promotional examination for
policemen on the basis of the standards set by the commission (Sec. 21, RA 8551)

The written examination has been a standard part of the police selection process in the government
service since civil service was created. This screening device is still used effectively in the law enforcement
organization. To date there is a research that has established a correlation between scores on a police
entrance examination and successful job performance. The difficulty in designing a written exam comes from
the fact that most applicants have no police background.

Most police examinations are objectives, multiple-choice test. The objective test are much more
common, although the essay format can provide a better understanding of the applicants ability to write
concise, coherent report necessary for effective law enforcement. The problems associated with the subject
nature of essay examinations however, make them especially susceptible to changes of discrimination. The
applicants taking the written examination would

costly more time and effort on the part of the test grades to evaluate essays, when multiple-choice test are
graded quickly and accurately.

For eligibility purposes following are the different police examinations administer by the National Police
Commission

1. Entrance/qualifying examination
2. Police officer examination from P01 P03
3. Senior Police officer examination from SPO1 SPOIV
4. Inspector examination
5. Senior Inspector examination
6. Chief Inspector examination
Superintendent examination

5.3.4.2 Police Promotional Examination

LATERAL ENTRY, PROMOTION AND TRAINING (Sec 33, RA 6975)

1. Lateral Entry In general, all original appointment of commissioned officers in the PNP shall
commence with the rank of inspector, to include all those with highly technical qualification applying for
the PNP technical services.
Page 14 of 19

a. Senior Inspector rank

(1) Chaplain
(2) Member of the bar
(3) Doctor of medicine
b. Inspector
(1) Dentist
(2) Optometrist
(3) Nurses
(4) Engineers
(5) Graduate of forensic sciences
c. Graduate of the Philippine National Police Academy
d. Licensed Criminologist

5.3.4.3 Police Executive Service Examination

5.3.4.4 Other Released Examination

5.3.8 Compensation and Welfare Benefits

WELFARE AND BENEFITS

A. Awards; Declaration and Citation Badges

The National Police Commission issued the following rules and regulations in furtherance Sec. 14. (m), and
Sec. 69. R.A 6975 (DILG Act of 1990) for awards and medals of Honor for PNP uniformed personnel.

Policy it is hereby established as a policy in the Police Organization to confer awards, decorations and
citation badges to all members of the PNP and other individuals who shall qualify, in order to give due
recognition to outstanding performance of police functions and activities (Sec 1, NAPOLCOM MC# 93-018).

Authorized Decorations. Service Medals, Ribbons and Badges of the Philippine National Police are the
following: (Sec. 2, NAPOLCOM MC #93-012)

1. Medalya ng Kagitingan (PNP Medal of Valor)

2. Medalya ng Kabayanilian (PNP Distinguished Conduct Medal)
3. Medalya ng Katapatan sa Paglilingkod (PNP Distinguished Service Medal)
4. Mdalyang Katapangan (PNP Bravery Medal)
5. Medalya ng }atangitanging Gawa (PNP Outstanding Achievement Medal)
6. Medalya ng Pambiliirang Paglilingkod (PNP Special Service Medal)
7. Medalya ng Kadakilaan (PNP Heroism Medal)
8. Medalya ug Katangitanging Asal (PNP outstanding Conduct Medal)
9. Medalyang Kagalingan (PNP Medal of Merit)
10. Medalya ng Kasaaayan (PNP Efficiency Medal)
11. Medalya ng Papuri (PNP Commendation Medal)
12. Medalya ng Sugatang Magiting (PNP Wounded Personnel Medal)
13. Medalya rig Ugnayang Pampullsya (Police Relations Medal)
14. Mectalyang Mabuting Asal (PNP Good Conduct Medal)
15. Meclalyang Paglilingkod (PNP Service Medal)
16. Medalya rig Paglaban sa Manliligalig (Ami-Dissidence Medal)
17. Medalya ng Pagtulong sa Nasalanta (PNP Disaster Relief and Rehabilitation Medal)
18. Tsapa sa Natatanging Yunit (PNP Unit Citation Badge)
19. Medalya n Paglilingkod sa Luzon PNP Luzon Campaign
Page 15 of 19

20. Medalya ng Paglilingkod sa Visayas (Visayas Campaign Medal)

21. Medalya rig Paglilingkod sa Mindanao (Mindanao Campaign Medal)
22. Mga Tsapa ng Kwalipikasyon (PM> Qualification Badges)

Definitions of Terms

1. Award Any tangible granted to an individual in recognition of acts of gallantry or heroism,

meritorious service or skill and proficiency.
2. Decorations - A piece of metal/material representing award.
3. Civilian Volunteer member of the community/civic organizations who assists the PNP in the
maintenance of peace and order and/or fire prevention/fire fighting. Likewise, any person who renders
voluntary service to the PNP for a period of time or during a specific crime or fire situation.
4. Conspicuous clearly distinguished above others in the performance of ones duty.
5. Eminently High in merit characterized by high degree of performance of ones duty.
6. Heroism specific acts of bravery or outstanding courage or a closely related series of heroic acts
performed within a short period of time.
7. Honorable praiseworthy accomplishment of duties of service showing a sense of what is right,
proper and noble.
8. PNP Decoration an award conferred on a restricted individual basis in recognition of and as: a
reward for heroic, extraordinary, outstanding and meritorious acts, achievements and services.
9. PNP Personnel Officers and non-Officers of the Philippine National Police and cadets of the
PNPA.
10. Major Responsibility duty of such character that is exceptionally meritorious service therein has
contributed in a high degree to the success of major command activity agency.
11. Medal refers to the distinctive physical device of metal and ribbon, which constitute the tangible
evidence of an award.
12. Meritorious Service - praiseworthy execution of duties over a period of time. Service differs from
achievement in that service concerns a period of time while achievement concerns a enterprise
having definite beginning and end but riot necessarily connected with a specific period of time.

13. Meritorious achievement praiseworthy accomplishment, with easily discernible beginning and end
and carried through to completion. The length of time involved is not consideration but speed and
impact of accomplishment maybe a factor in determining the worth of the enterprise.
14. Miniatures replica of decorations, service medals and ribbons in miniatures authorized for wear on
certain occasion, one fourth of the actual prescribed medal and ribbon.
15. Outstanding a performance of duty standing out from the others.
16. QuasiPolice Forces members of civil security forces such licensed private security guards,
company guards and CHDFs
17. Service Medal an award given to individuals who rendered service in a campaign operation in the
PNP under certain conditions within a definite period of time. It is awarded generally in recognition of
honorable performance of duty during the campaign operation or service
18. Service Ribbon a ribbon in color with the suspension ribbon of the service -medal it represents,
attached to a bar equipped with a suitable attaching device. A. service ribbon is issued with each set-
vice medal.
19. Valuable a performance of duty or service having an estimate performance. (Sec. 3, NAPOLCOM
MC # 93-018)

1.3.9 Modes of Separation from the PNP

A. ATTRITION

Attrition within the uniformed members of the PNP is not limited to the following:

1. Attrition by attainment of maximum tenure in position; the maximum tenure of PNP members including key
position are as follows:

Position Maximum tenure

Chief 4 years
Page 16 of 19

Deputy Chief 4 years

Director of the Staff Services 4 years

Regional Directors 6 years

Provincial/City Directors 9 years

Other positions higher than provincial Directors shall have the maximum tenure of six ( years. Unless
earlier separated, retired or promoted to higher position in accordance with the staffing pattern, police officers
holding the above-mentioned positions shall be compulsorily retired at the maximum tenure in position herein
prescribed, or at age fifty-six (56), which ever is earlier. Provided, in times of war or other national emergency
declared by congress, the president may extend the PNP chief tour of duty; Provided, further that PNP
members who have already reached their maximum tenure upon the affectivity of the Act may be allowed one
(1) year more of tenure in their position before the maximum tenure provided, unless they shall be applied to
them, unless they shall have reach the compulsory retirement are of fifty-six (56), in which case compulsory
retirement age shall prevail.

Except for the Chief, PNP, no PNP member who has less than one (1) year of service before reaching the
compulsory retirement age shall be promoted to a higher rank or appointed to any other position.

2. Attrition by Relief
Any PNP uniformed personnel who has been relieved for just cause and has not been given an
assignment within two (2) years after such relief shall be retired or separated.

3. Attrition by Demotion in Position or Rank.

Any PNP personnel, civilian or uniformed who is relieved and assigned to a position lower than
what is established for his or her grade in the PNP staffing pattern and who shall not be assigned to a
position commensurate to his or her grade within eighteen (18) months after such demotion in position
shall be retired or separated.

4. Attrition by Non- promotion.

Any PNP personnel who have not been promoted for a continuous period often (ID) years shall be
retired or separated.

5. Attrition by Other Means.

PNP member or officer with at least five (5) years accumulated active service shall be separated
based on any of the following factors:

a. Inefficiency based on poor performances tinting the last two (2) successive annual rating periods;
b. Inefficiency based on poor performance for three (3) cumulative annual rating periods;
c. Physical and/or mental incapacity to perform police functions and duties, or.
d. Failure to pass the required entrance examinations twice and/or finish the required career courses
except for justifiable reasons.
Retirement or Separation under Attrition System

Any personnel who is dismissed from the PNP pursuant to the different ways stated shall be retired if
he or she has rendered at least twenty (20) years of service and separated if he or she has rendered less than
twenty (20) years of service unless the personnel is qualified by law to receive such benefits.

5.3.10 Records Management

5.3.10.1 PNP Organizational Structure for Records management

5.3.10.2 Classification and filing of personnel records

Classification of Records

The classification of records is important from the management viewpoint because the classification
frequently determines the kinds of filing system used, the type of equipment required, and the arrangement of
the records in the system.

Records can be classified in several ways. Some managers classify records into two basic types:
Transportation documents and reference documents. Other managers classify records into two other basic
types: external communications and internal communications.
Page 17 of 19

With the Industrial Revolution, the rapid movements in production technology, the introduction of the
factory system, and the changes in forms of business ownership, firms grow in size and scope of operations.
Competition became keener; finance. production, marketing, and other functions vied for management
attention. An awareness of the responsibilities workers spend a great deal of time reading, analyzing, writing
and summarizing business letters and interoffice memoranda. Reference documents also include reports and
studies (formal and informal). Telegrams, printed nrtters (catalog, pamphletes, brochures) and technical places
(engineering specification, advertising copy, galley proofs) are also classified as reference documents.

EXTERNAL COMMUNICATION

Written communications between organizations between customer/client and the organization, between
buyer and supplier and between the organization and various branches of the governement are the most
notable examples of external communicfations. Further examples are public service or public relation
messages, (the reply received after writing to a business of information) and telephone messages (received
orally, but written on a message form for a recon and often confirmed in writinrg by a letter).

INTERNAL COMMUNICATION

Examples of internal communications are cnnnunicatiors between an organization and its employees
(such as payroll, records, bulletins, and regulations) and communications among organizations department
(such as inventory control records, interoffice memoranda, and reports. Also in the internal communications
category are plans for future products or services and records equipment and assets owned.

THE RECORD CYCLE

Records may differ from each other in construction or contents, but each follows a common cycle (or
path) through its life. The life span of a record from creation to final disposition is called the record cycle.
Whether you are considering a simple one-copy payroll check, a complex ten-copy report, or a recorded
cassette tape - the record cycle is often referred to as the birth-through-death cycle.

1. Creation 5. Purging or retention

2. Classification 6. Transfer

3. Storage 7. Archival storage or disposition

4. Retrieval

If an organization has no plan for seeing that all records flow smoothly through the record cycle, it will
be faced with more of the following problems, any one of which can severely drain of profits.

1. An unmanageable tangle of papers within the office.

2. Wasted clerical effort searching for information.

3. Loss of important operating information.

. 4. Extravagant use of operating information.

5. Possible loss of key information in defending the company against legal actions or governmental
inquiries.

Poor records management also creates chaos and wastes a tremendous amount of time and money.
Such mismanagement is characterized by:

1. Improper control of records creation.

2. Free access by anyone at any time to the files.

3. No control over records taken from the files.

4. No plans for disposition of absolute records.

Page 18 of 19

5. Retention of unnecessary records.

6. No plans for retention of needed records.

Proper records management provides information, instantaneously and streamlines the operations of
any organization. The information contained in the filed records is the lifeblood of any office. The person who is
responsible for the orderly arrangement and control of those records has one of the most responsible positions
in any offices.

RECORDS STORAGE

Although filling and records management are sometimes used interchangeably, storage is only one
phase in the management of a record. Material is placed in the files because it may be useful in the future - to
help information too complicated to be trusted to memory, to assist departments in communicating with each
other, to substantiate claims, and to provide a record of the past, to provide information useful for legal
purposes. The filler, therefore, must be able to find quickly any information contained in the stored records.

When a record is created and is ready for filing, unnecessary working papers or rough drafts used in its
creation should be destroyed. Excessive duplicate copies should be avoided. And papers of temporary value
should be prominently marked for destruction before they are put into files so that the files do not jumped with
duplicates and records of little or no value. This is a process of control that is continued as papers are dated
and time stamped upon receipt, started through the work flow from office to office, and stored for retrieval when
needed.

Efficient records control includes:

1. Standardizing the purchase of equipment and supplies to allow their usage anywhere in the
organizations.

2. Training personnel

3. Following standards procedures of storage and control.

TERMINOLOGY OF STORAGE

Filing terminology may be confusing to someone who is not familiar with it. Understanding the meaning of
records control and being able to analyze the various systems of storage available require a knowledge of the
terms used. The definition given in the following paragraphs will help in understanding.

1. Filing - Filing is the actual placement of materials in a storage container, generally a folder, according to a
plan. It includes the process of classifying, coding, arranging, and storing systematically so that they may be
located quietly when needed.

2. Filing Manual A filing manual is an instructional book containing detailed information about various phases
of filing and records management including files for the procedures used.

3. Procedures - Procedures are series of steps for the orderly arrangement of records which include; alphabet,
geographic, numeric, subject or chronologic.

4. System - The word system as used in records storage means any plan of filing devised by a filing equipment
manufacturer. System has a broader meaning in a management circles.

5. Classifying - Mentally determining the name of subject or number of which a specific record is to be filed is
called classifying.

6. Indexing - another method of classifying.

7. Coding Making an identifying mark on the item to be stored to indicate what classifications it is to be filed
is called coding. Coding mat be done by underlining, checking, circling, or making the record in some other
way. When a record does not need to classify or reindex to determine where it should be refilled because the
original code mark remains on it.

8. Unit - The names, initials, or words used in determining the alphabetic order of field materials are called
units. The name Joan C. Brown, for example has three units.
Brown is the first, Joan is the second, and C is the third.
Page 19 of 19

.
9. Cross reference - A cross reference is a notation but into a file to indicate that a record is not stored in that
file but in the file specified on the cross-reference. A cross-reference is somewhat like a directional sign - it tells
the filer or searcher where to find the needed material.

10. Guide - Dividers in filing equipment are called guide because in formation on them serves as a guide to the
eye of filing and locating stored items. A primary guide introduces a special section that falls within the
alphabetic range of the primary guide it follows (such as a section devoted to a special subject applications, or
a special name group, such as names beginning with the word General) An OUT guide is a heavy divider that
replaces a folder in the file when the folder is temporarily removed.

11. Folder - The container in which papers or materials are kept in a filing cabinet is called a folder. Popular
materials used in making folders, are Manila, Kraft, plastic and pressboard. A miscellaneous folder is a folder
that contains has not accumulated is sufficient volumetric is being removed to its own especially labeled folder
known as an individual folder. A special folder contains, all papers containing to one subject (such as
application) or /all papers from correspondence with names beginning with the same name (such as American
or National).
12. Score - A score is an indented or raised line (or series of ranks) near the bottom edge of a folder. The
score shows where the folder may be refolded one or more times to allow for expansion of its contents
13. Tab - The portion of a guide or of a folder that extends above the regular height of the folder or the guide is
called a tab. It may be in anyone of a member of positions from left to right across the top. The material of
which is a tab is made maybe reinforced with an extra thickness of its own material; or it maybe of celluloid,
metal, plastic, or any combination thereof. Tabs are sometimes angled so that they can be seen more easily.
14. Cut - The tabs on guides and folders are said to be out according to the width of the tabs. A tab extends
across the complete width of a folder is said to be straight cut; a tab is only one third the width of a folder is
known as one-third out. Five one-fifth-cut tabs is staggered positions could completely fill the space across the
top of folder.
15. Position Position refers to the location of that tab at the top of the guide of a folder, as seen from left to
the right. First position means that the tab is located at the extreme left edge of the guides or folder; second
position refers to the location of the tab in the second place from the left edge; and so on. Series of guides and
folders may have tabs in staggered positions or straight-line positions. The term Staggered position means
that the tabs on the folders or the guides in a series are several different positions from left to right according to
a set pattern. Straight line position means that the tabs on all the folders or on all the guides are on one
position only; for example; all the tabs in the first position or all down the middles, or all in some other one
position.

16. Label - the tab on a folder is often covered with a piece of gummed paper, called a label that identifies the
contents of the folder. Insertion of a label or a strip of labels into a typewriter for typing information on the label
is easier than attempting to roll the complete folder into the type writer in order to type directly on the tab.
Labels may be obtained in various colors and styles. In many instances, they aid in proper filing because of
color and/or member sequence. Guides like folders, have labels on their tabs for identification purposes.