The Problem

The most costly and burdensome management systems used in law enforcement organizations today are directed at attempting to manage and controlling employees' conduct and behaviors. This causes employment and labor laws to be continually created to restrict and limit managerial authority and control over its employees.  Today, over 50 Employment laws and 180 agencies, plus hundreds of more unions, exist for the specific purpose of protecting employees and controlling how employers manage their employees. Even if management prevails on an issue, it loses significant operational efficiency in terms of time, expense, and burden of having to defend its decisions.  As the saying goes - when you fight the law, the law wins.

The Solution

Directly measure and manage performance and hold employees responsible and accountable for managing their own conduct and behaviors.  Reward those that who do a good job, honor their commits and get along; and, remove (lawfully) those that cannot or will not do so.   Management decisions based on clearly measured performance criteria create as close to an absolute solution to problems created by traditional Human Resources Management styles. Facts are, all employment laws support basing employment decisions on objective measures of performance. No law protects employees from their own inefficient and non-productive performance.

Here are the reasons why:
1. Employment is a legal contract for the performance
2. Performance is the successful accomplishment of a contract according to its terms and conditions
3. All performance can be objectively measured and evaluated without human bias
4. No employment law or contract will protect employees from their own failed performance

Too often, the facts are the vast majority of employees that are good performers usually receive no meaningful benefit from their performance.  Employment decisions based on objective measures of performance honors these employees.  Those employees are of the majority who come to work on a daily basis, give their best, accomplish a fair day's work for a fair day's pay, and get along well with others.  They need a system that holds accountable those who choose to do less.

Employment decisions based on performance creates a powerful deterrent and stiff penalties for those that would frivolously and maliciously challenge an employer's legitimate authority to efficiently and effectively manage its operations.



Employment is a Contract for Performance


An employment relationship is a contractual relationship based on expressed and implied (i.e., understood) terms and conditions of employment. 


For example, a long standing implied right for employees and employers alike is to operate in "good faith and fair dealing" with one another.  Parties to a contract cannot take action to prevent, interfere with, or otherwise circumvent the rights of the other party. 


With VMA-Honors, employees have a responsibility to be:

  1. ​Loyal - to the duties and responsibilities of their positions and their jobs
  2. Subordinate - be conducive in their behavior to management's lawful authority
  3. Competent - have the necessary ethics for employment and retention along with the necessary levels of job knowledge, work skills, and fitness
  4. Available - for duty, extra duty, and working at all times while on duty
  5. Productive - use directed and self-directed work time in an efficient and effective manner
  6. Adaptive - adjust to change
  7. Responsible - be able to respond and accept responsibilities for decisions made
  8. Respectful - respect the rights of other and treat and confer to socially acceptable norms

These management eight rights should form the underpinning for all employment decisions.