Chapter 1

THE PROBLEM AND ITS SETTING

Background of the Study

The Law Enforcement Code of Ethics identifies the primary vision of the

police officer. This vision establishes the “what” of law enforcement, the officer’s

basic duty. The “how” of this vision, how the officer conducts what is observed to

be his duty, is subject to change based on research in the criminal justice field, the

goals of the community, changes in technology, and the changing nature of crime

itself over time. To most citizens, the uniformed police officer represents the

government, and is the most visible representative of governmental power seen

on a daily basis. The police officer is looked to as a problem solver, and often

asked to be a social mediator between conflicting citizens, in essence the referee

between good and evil. The police officer is expected to serve with a sense of

justice, showing equal dedication and respect to all members of the community

(Adams, 2001).

The increase of criminality cannot be explained by the low statistic rates of

crime investigation. Criminology latency researches have clearly proved the fact

that efficiency presented by statistic rates depend on the authorities‟ capacity of

solving cases. Reasons of criminality depend on several direct and indirect

coefficients, and its single but not insignificant element is the crime investigation

authority: the police. Concerning the scientific topic of the thesis, in addition to

interpreting theoretical questions, it definitely deals with the organizational and

operational questions of the police as a crime investigation authority. Reflecting on

all of it from the perspective of efficiency, it serves examining the efficiency of the

operation of the criminal justice system, the most dynamically improving field of

criminology. Its subject is examining the crime investigation efficiency of the police

through its form of operation and through its role in society (Canter & Youngs

2016).

Efficiency cannot be easily defined, since the appreciation and evaluation

of ‟quality‟ lie on such factors which can be only indirectly concluded in case of

their lack. Such essential elements as the quality of crime investigation are not

allowed to be forgotten, just because science lacks the instruments of wording,

However, it cannot be allowed that the efficiency of crime investigation is

represented only by the rare statistic data of legal facts made by exact

mathematical transformation, as they do not implement such figures as the service

user’s satisfaction or the negative trends of fear of crime.

In this research the researcher will investigate about the efficiency of police

investigators in the follow-up of investigation in every crime that is happening in

the community.

Statement of the Problem

This study aims to investigate the efficiency of police investigators in the

follow-up of investigations and percentage of solved crimes.

Specifically the researcher sought to find out the answer of the following

questions:

1. What is the level of efficiency of police investigators in the follow-up of

investigations?
 2. What is the percentage of solved crimes?

3. Is there a significant relationship between the effectiveness of police

investigators in the follow-up of investigations and the percentage of solved

crimes?

Hypothesis

There is no significant relationship between effectiveness of police

investigators in the follow-up of investigations and the percentage of solved crimes

Theoretical Framework

Police effectiveness refers to the extent to which policing achieves its

proper, officially sanctioned goals. Consideration of police effectiveness turns out

to be quite complicated for several reasons, including (1) the police have multiple

goals, making their bottom line multidimensional; (2) the relative priority of police

goals is subject to discussion and debate among the public and within the police

field; and (3) assessing police effectiveness is methodologically challenging.

Fortunately, these issues have gotten substantial attention in the police field since

about the mid-20th century, and many effectiveness-oriented studies have been

undertaken. These studies can be organized according to police practices

(strategies, tactics, and programs) and desired effects (such as reducing crime,

solving crime, and enhancing police legitimacy). Because researchers and police

officials have made police effectiveness a top priority, we know much more about

“what works” in policing than we did in 1970.

As studies of police effectiveness began accumulating in the 1970s, so did

efforts to summarize and synthesize findings. Kelling 1978 is an early review from
one of the key researchers involved in the pioneering Police Foundation studies of

the 1970s, including the Kansas City Preventive Patrol Experiment. Sherman

1986 makes the important observation that communities vary, and thus what works

(i.e., what is effective) might vary depending on community

characteristics. Cordner and Hale 1992 is an edited collection of essays on various

“what works” topics in policing, while Bayley 1998 provides reports from nine

effectiveness-oriented studies. Sherman 1997 and Weisburd and Eck

2004 provide updated reviews of police effectiveness studies across a range of

independent and dependent variables. The most exhaustive and systematic

review is Skogan and Frydl 2004. Equally wide-ranging is the collection of point–

counterpoint essays on such topics as community policing, “broken windows”

policing, hot spots policing, and Compstat in Weisburd and Braga 2006. Neyroud

2009 provides a perspective on police effectiveness and policing developments in

the United Kingdom.

Significance of the Study

By nature and purpose of this study, the results or findings of the study will

bear significant contributions to the following persons:

Investigators. It will be a guidance to the investigator to examine

thoroughly in every crime they investigate. The rule and regulations they apply is

a must to have an efficiency to handle and not to mistook any probable details in

cases their investigating.

 PNP Officials. The study will help to conduct effective programs to enhance

the ability and skills of every investigator. Thus, solving crime will be an easy task

to handle.

Other Researchers. This study provided baseline data needed for further

study and acquire more knowledge in conducting research, put in practice what

they had learned in their subjects and develop their communication skills.

Scope and Limitation of the Study

This study will look into the cases of detainees inside the General Santos

City Police Station, preferably Police Station 1, 2, 3, and 4.

This study was only limited to the fifteen (15) investigators at General

Santos City Police Stations, they will be chosen through simple random sampling.

The responses of the respondents were treated with statistical analysis such as

frequency, percentage and correlative coefficient.

Definition of Terms

The following terms were used in this study and are being defined as

follows:

Investigator. Is usually a member of a law enforcement agency. They often

collect information to solve crime by talking to witnesses and informants, collecting

physical evidence, or searching records in databases. This leads them to arrest

criminals and allow them to be convicted in court.

Efficiency. Refers to very different inputs and outputs in different fields and

industries. Efficiency is very often confused with effectiveness. In

general, efficiency is a measurable concept, quantitatively determined by the ratio

of useful output to total input.

Crime. In ordinary language, a crime is an unlawful act punishable by a

state or other authority. The term "crime" does not, in modern criminal law, have

any simple and universally accepted definition, though statutory definitions have

been provided for certain purposes.

 Chapter 2

REVIEW OF RELATED LITERATURE

Foreign Literature

An observation that frequently recurs in descriptions of the criminal

investigation process is the fact that many investigations are carried out under

substantial pressure (Greenwood et al., 1977; Innes, 2002; Nicol, Innes, Gee, &

Feist, 2004). Despite this, no systematic examination has been conducted to find

out its actual consequences for the quality of investigations. There is however

theoretical reasons to assume that external pressures significantly affects

investigators’ processing of and search for evidence. Four factors in investigators’

work environment merit particular consideration.

First, police work is typically carried out under time pressure (Innes, 2002;

Nicol et al., 2004; Greenwood et al., 1977). A great number of cases must often

be handled simultaneously, which leaves little time to be spent on investigating

any single case. In addition, many strategic decisions such as whether or not to

retain a suspect in custody must be made within restricted periods of time.

Furthermore, awareness of the fact that the likelihood of a crime being solved

decreases rapidly in the course of the first few days forces investigators to seek

an early breakthrough in an investigation.

Second, the police authority is characterized by a specific occupational

culture (Granér, 2004; Reiner, 2000) with social norms that place a premium on

decisiveness and effectiveness (Mortimer & Shepherd, 1999). From what is known

about cultural influence on values and goals, these norms would be expected to
affect the work carried out by individual investigators. Third, many crucial decisions

make investigators commit themselves to a particular hypothesis or line of action.

To avoid a loss of prestige, investigators may feel pressured to maintain their initial

standpoint when facing subsequent information (Knutsson, 2004; Smith &

Flanagan, 2000). Thus, there is sometimes a pressure towards belief

perseverance in criminal investigations. Finally, criminal investigations

occasionally become the focus of the public’s and media’s attention. In response

to particularly violent and consequential crimes, people demand that the

perpetrators are promptly captured and brought to justice, and the failure to do so

may trigger severe criticism (Bayley, 1994; Greenwood et al., 1977). Hence, there

is sometimes strong external pressure on investigators to “get results” as quickly

as possible.

Each of the above factors is likely to exert an influence on investigators’

motivation towards the tasks that make up a criminal investigation. The resulting

motivation may, in turn, reduce the quality of investigations by making them

vulnerable to cognitive biases. It is therefore of great importance to examine the

role of motivation in investigative work. The next section reviews previous research

that has studied the impact of motivation on human cognitive processes.

The likelihood that a crime is detected and its offender charged is a central

component of the standard economic model of crime (Becker 1968,). It is also

critical to the incapacitation channel, by which societies can prevent hardened

criminals from reoffending. Yet, the economics literature has barely devoted any

attention to studying the determinants of crime detection in detail. While the

institution with the responsibility for crime detection, the police, has been the focus

of much recent work, most such efforts have been directed to studying its reduced

form effect on crime.

Typical approaches include examining whether police numbers (Levitt,

1997), police composition high visibility patrolling are associated with lower crime

rates. The implicit assumption is that a change in these variables can lead to higher

chances of catching offenders, which has an immediate deterrence effect as well

as an incapacitation effect over longer horizons. However, very little work has

examined directly whether the police can actually increase the detection rate with

either higher numbers or, especially, with different operational practices.

A better understanding of the instruments used by police forces to

apprehend criminals would allow social scientists and policy makers to make

sense of the differences in crime levels and incarceration rates across jurisdictions

and over time. The policy implications are also important, given that, for instance,

less than a quarter of crimes are cleared in the US. Identifying which policies are

most effective in increasing detection rates could help improve them without the

need for additional public resources. This could in turn allow for the decrease in

sanctions without making crime more attractive (Becker, 1968).

Wellford (1999) said that the use of proper tactics in criminal investigations

is one way that police departments can increase their clearance rates with limited

resources. Departments need to review their policies and procedures on how

criminal investigations are assigned to determine if their greatest resource, the

detective, and the detectives time, are being properly utilized to the greatest
efficient results . Police supervisors and managers need to create policy and

procedures to ensure their detectives are approaching every investigation

tactically and expediently without compromising the investigation. Supervisors can

do this through a proper case management system that tracks the investigation

from the beginning to the end, holding every detective and supervisor accountable

for the results of the investigations. Through a case management system a true

picture will develop on the detective’s workload and efficiency in solving criminal

investigations. Too often a confirmation bias is present where we believe what we

expect (perception) and not what has occurred (reality). Often this is a result of the

halo effect; detectives speak openly and proudly about the cases they have closed,

but rarely discuss the cases that have not been resolved.

This experiment was conducted by decentralizing operations for detectives

in two of Rochester's three jurisdictional areas, having these detectives team with

patrol officers. Detectives from the remaining area remained centralized. The

emphasis was placed on improving arrests and clearance rates. The evaluation

lasted 10 months and resulted with the conclusion that teams were considered

more effective than non-teams. A comparison of clearance rates showed that

teams had a 40% higher clearance rate than the non-team for the crimes of

burglary and robbery. The Rochester Police Department held the belief that the

higher number of team arrests was attributed to the better preliminary and followup

investigations, which was an improvement directly linked to the CTP concept.

Improved clearance rates were in fact a statistical indication of better police work

(Bloch & Ulberg, 1974). There were a larger percentage of follow-up arrests made
by teams than non-teams. Factors contributing to this increase were that

detectives were able to use information collected by patrol officers more effectively

and then use that information to identify worthwhile cases and concentrate efforts

on those cases.

Work effectiveness is the key to successful operation in an organization.

Organizations with appropriate procedures supporting and increasing the work

effectiveness of their employees tend to receive a good return on that investment

and achieve rapid, effective, and sustainable development. In contrast, a lack of

appropriate procedures supporting and increasing the work effectiveness of

internal employees results in employees being ineffective, apathetic and unable to

achieve the desired work performance (Santiwong, 1984).

Inevitably, these poor situations were directly influenced by the employees

being unable to apply all their competencies to address tasks, while at the same

time, they had a negative effect on the improvement of work systems within the

organization which resulted in very slow organizational development. Moreover,

the return on investment in such businesses was quite low and eventually, led to

being disadvantaged in business competition (Kananurak, 2011).

For these reasons, the most important thing that the executive of an

organization can address to successfully improve the organization is to not

overlook increasing the work effectiveness of employees as this is crucial to rapid

improvement in a positive and prompt manner.

Police officers are one of various careers that are significant to the growth

of national economic and social development because they have a key function
and authority with regard to keeping the peace, maintaining public security and

safety, and preserving common property for citizens in the community and society

which are basic, physical needs in human society (Chokprachakchat, 2011).

In any society, living in an unsafe and disruptive environment holds back the

diverse advancement of a country. In addition, the roles and duties of police

officers are highly influential in the improvement of infrastructure in a nation (Royal

Thai Government Gazette, 2004).

Therefore, the government should focus on the Royal Thai Police,

especially the work effectiveness of police officials. It is a fact that police officers

are central in setting the directions of the Royal Thai Police. If police officers have

high effectiveness, awareness, and alertness in their work performance, it would

positively affect the Royal Thai Police and the development of the economic

system and society in the country. Conversely, the ineffective work performance

of police officers would have negative impacts on the Royal Thai Police and their

reliability concerning the challenges associated with safely maintaining life and

property from the citizens' viewpoint. Inevitably, such a poor situation would result

in national decline.

Bangkok is a significant strategic point in Thailand because it is the capital

and the center of the administrative, political, and economic systems of Royal Thai

Government agencies (Yiampisan & Srivanit, 2010). Consequently, it is essential

for police officials to show good work performance, especially the police officers in

the Metropolitan Police Bureau, a government sector handling the main

responsibilities of keeping peace and law enforcement in Bangkok. Ineffective

work performance by police officials could negatively influence people's

confidence in being safe and secure in the city, and foreign business and investors'

confidence in business entities could suffer, which would degrade Thailand's

economic system and inevitably lead to social problems (Hongto, 1996).

Even though Bangkok is Thailand's capital city, which houses the important

central workplaces of politics, government, economy, and many executive

government officials and politicians, many zones in Bangkok are the most

dangerous and risky with regard to the occurrence of crime in Thailand. The latest

countrywide statistical survey of criminal information, from the Statistical

Forecasting Bureau of the National Statistical Office in B.E. 2555, reported that

Bangkok had the highest number of criminal cases in Thailand. Furthermore, for

Bangkok, only 6,693 out of 22,173 criminal cases (30%) involved arrests by police

officers. The criminal arrest data for the whole country showed that only 44,398

out of 108,003 criminal cases (41%) were by police officers (Bureau National

Statistical Office, 2012).

Local Literature

Barely a day before the retirement of PDDG ARTURO G CACDAC, JR, the

Deputy Chief for Administration of the Philippine National Police on September 5,

2012 at the NationalHeadquarters, PNP Camp Crame, Quezon City, the

Directorate for Investigation and Detective Management (DIDM) through its School

for Investigation and Detective Development reported a 100% accomplishment on

the formal training of its 7,264 PNP investigators occupying investigative positions.
The quest to improve the competency of police investigators is part of PDDG

CACDAC’s legacy in the field of investigation. After taking over the helm as the

Director of DIDM in August 2010, he lead the re-engineering team from the DIDM

family and immediately went to work in order to address the gap identified during

the conduct of the training needs analysis (TNA).

It was found out that one of the areas that need immediate attention is the

lack of competent and effective field investigators who possess the skills and the

right attitude to work on a case and pursue it until resolved by the courts.

As such, PDDG CACDAC maneuvered DIDM towards gaining its niche in

the field of investigation and detective management work through a three-fold

framework such as: human resource development, standardization of systems and

procedures, and facilities and equipment development. He focused on how to

enhance the competency of the investigators and came up with the Investigative

Capability Framework as its major priority to strengthen the PNP’s investigative

capability. The proverbial challenge was how to train 5,409 or 74.46% of the 7,264

investigators all over the country who have no formal training on investigation.

Hence, PDDG CACDAC’s team restructured the PNP’s Investigative Training

Program through LOI CRIMINAL INVESTIGATION COURSE and also produced

the first-ever Standard Training Package to standardized the training of CIC

nationwide.

PCSUPT JOSE JORGE E CORPUZ, Officer-in-Charge, DIDM said PDDG

CACDAC will always be remembered in the Investigation Family as the leader with

a big heart for the investigators. In fact, the PNP is now realizing the goals of what
he started. From a high 74.46% investigators who had no formal training on

investigation but are occupying investigative positions nationwide, this very low

competency can now be officially said as 100% accomplished or 0% to be trained.

PCSUPT CORPUZ further reported that the dysfunction which impedes

investigative competency has already been addressed since 100% of the

personnel have already undergone formal training, after 178 CIC trainings

conducted nationwide. This major breakthrough impels the full utilization of the

trained investigators with the intention to improve crime solution efficiency and

crime clearance efficiency, if not to totally eradicate crimes. Now, the training-

equipped investigators are expected to carry out necessary skills in handling cases

and pursue until the cases are resolved

A survey undertaken in various parts of the Philippines over the last two

months of 2007 found that 10.5 percent of Filipino families reported being victims

of property crimes such as pickpocketing, burglary and motor vehicle theft within

the previous six months (SWS 5 Feb. 2008). The survey, which has been

conducted on a quarterly basis since 1989 by Social Weather Stations (SWS)

(ibid.), a « non-profit social research institution » (SWS n.d.), also found that 1.3

percent of respondents said they were victims of violent crime (SWS 5 Feb. 2008).

The SWS survey found that individuals living in Metro Manila were more frequently

victimized than those living in other parts of the country (SWS 5 Feb. 2008). To

cite one example, in Metro Manila, 16.3 percent of respondents reported being

victims of pickpocketing (ibid.). In other regions, reported rates of victimization from

pickpocketing varied from 5.3 percent to 8.7 percent (ibid.). Foreign governments
similarly report in travel warnings that crime is a problem in the Philippines,

particularly in Metro Manila (Canada 30 Nov. 2007; US 6 Oct. 2007).

According to Pacific News Centre (PNC), a Guam-based news broadcaster

(PNC n.d.), there is an « alarming » level of gang-related violence in urban areas

(13 Jan. 2008). PNC reports that some street gangs are connected to organized

criminal organizations (PNC 13 Jan. 2008). Similarly, an article in The Manila

Times in June 2007 provides information on a series of high profile robberies

perpetrated by criminal gangs in Metro Manila (6 June 2007).

The PNP indicates that the decrease in the volume of crime is attributable

to the PNP's crime prevention programs (Sun.Star 20 Sept. 2007). Specifically, the

PNP has reportedly increased police visibility, made use of foot patrol officers,

established checkpoints, deployed motorcycle police, and undertaken night watch

operations, among other initiatives (ibid.). Moreover, the PNP states in a press

release that they posted a « crime solution efficiency » of 88.37 percent

(Philippines 6 Feb. 2008). Corroborating information pertaining to this crime

solution rate could not be found among the sources consulted by the Research

Directorate.

However, Country Reports for Human Rights Practices for 2006 states that

the PNP « has deep-rooted institutional deficiencies » (US 6 Mar. 2007, Sec. 1.d).

Country Reports 2006 also indicates that corruption is common in the Philippines,

and that the public views the PNP as corrupt (ibid.). In 2005, Transparency

International alleged that the police were « the most corrupt institution in the

country, » but in 2006 it acknowledged that the PNP has since taken « positive
steps » to rectify the situation such as recruiting civilian officials and implementing

sanctions such as dismissal and imprisonment for corrupt officers (TI 2006, 27).
 Chapter 3

METHODOLOGY

This chapter discusses the research design, locale of the study,

respondents and sampling used and statistical treatment of data.

Research Design

The researchers will use the correlational method of research which is a

definite procedure to characterize, describe, and classify data or materials needed

in relevance to the study. It also included proper scrutiny and interpretation of all

insights that will be collected.

Locale of the Study

This research will be conducted in General Santos City particularly the city’s

Police precinct. Accordingly the research will be disseminate in Four (4) police

precinct including Police Station 1 located at General Santos City Pendatun

Avenue,, Pendatun Avenue, General Santos City; Police Station 2 located at

Makar - Siguel Rd, General Santos City, Police Station 5 located at Barangay

Lagao, General Santos City; and Police Station 4 located at Purok Malakas, Nunez

St, General Santos City.

Research Instrument

Questionnaire is the main instrument to be used to find answers to the given

problem aided by an informal interview and personal interview to the members of

the each Police Station. Questionnaire was self-made by the researchers and was

divided into two types. First part of the questionnaire includes the personal profile
of the respondents. Second part is about efficiency of police investigator in the

follow up of investigations.

Respondents and Sampling Used

The researchers will use a probability sampling procedure in choosing the

respondents. Particularly, the simple random sampling using the Slovin’s formula.

There will be a total of 50 respondents; in which will be chosen randomly in the

mention police precinct in General Santos City.

Data Gathering Procedure

The researchers will observed the following procedure in data gathering:

Asking permission to conduct the study. The researcher will write a letter to the

Police Senior Inspector asking permission to conduct a survey regarding the study.

Analysis and interpretation of data. The researcher will gather and analyze the

data gathered using the appropriate statistical tools.

Statistical Treatment of Data

The researcher will use the frequency distribution (percentage distribution)

and the computation of the weighted average mean (WM). These statistical tools

will be used to come up with the summary of the results of the survey. Thus, these

results will be tabulated and interpreted according to the problems of the study

being identified.
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of the Public
 RESPONDENT’S PERSONAL INFORMATION

NAME: _________________________________________________ (optional)

SURNAME GIVEN NAME MIDDLE NAME

Dear Respondents: The researcher presently conducting study entitled Efficiency

of Police Investigators in the Follow-up of Investigations and Percentage of Solve

Crimes. Please answer the questions honestly this will give valuable feedbacks on

our study. Data gathered will be treated with high confidentiality.

Please check the box with your answer.

Length of Service:

1-5 years 6-10years 311 -15 years 16 years and up

Direction: Answer the questions by putting a check mark (/) the number of your

choice using the following scale stated below. It will indicate your efficiency as a

police investigator in every case you render.

Scale descriptive equivalent

5 Excellent
4 Very Good
3 Good
2 Fair
1 Poor

Indicator 5 4 3 2 1

1. I am very aware of policies and procedures in

handling crimes

2. I ensure that I always had my trainings to nurture

my skills

3. I prioritize my case assignments accordingly

4. I work as a team with other investigators

5. I ensure to have a case review and

recommendations with my officers

6. Periodic evaluation is a must

7. I immediately response to crime scenes

8. I ensure all victim(s), witness(es), suspect(s) are

properly interviewed

9. I ensure crime scene has been documented and

evidence properly collected and stored

10. I work on canvassing more eye witness and

gather CCTV evidences

11. I review patterns of crimes that can help to solve

the case

12. I review available data base

13. I ensure that evidences are secure, prepared

and transported to the lab

14. Make arrest if probable cause has been

established

15. I always prepare investigative reports for

supervisory review

16. I prepare all evidence and documents for trials