scholarly journals Beyond crime rates and community surveys: a new approach to police accountability and performance measurement

Crime Science ◽  
2019 ◽  
Vol 8 (1) ◽  
Author(s):  
Tarah Hodgkinson ◽  
Tullio Caputo ◽  
Michael L. McIntyre
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Assessment ◽  
Current Approach ◽  
Police Performance ◽  
New Approach ◽  
Networked Governance ◽  
Police Organizations ◽  
Police Accountability ◽  
And Performance

Abstract In this conceptual piece, we argue that the current approach to police performance measurement typically based on the use of traditional police metrics has failed to achieve the desired results and that a different strategy is required. Traditional police metrics have a narrow focus on crime and the police response to it. They provide little information on how well police organizations are performing. Importantly, traditional police metrics do not incorporate input from police stakeholders in goal identification, nor do they use specifically designed indicators to assess progress towards achieving these goals. Following an analysis of the criticisms levelled at the use of traditional police metrics, and subsequent attempts to address these issues, we argue that a networked governance approach represents a more promising foundation for undertaking police organizational performance assessment. Such an approach would engage stakeholders more directly in goal identification and performance assessment, and potentially lead to more successful, responsive and accountable policing.

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

Intellectual capital and performance measurement systems in Iran

2018 ◽  
Vol 19 (2) ◽  
pp. 294-320 ◽  
Author(s):  
Kaveh Asiaei ◽  
Ruzita Jusoh ◽  
Nick Bontis
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Structural Model ◽  
Chief Financial Officers ◽  
Least Squares Regression ◽  
Content Type ◽  
Intellectual Assets ◽  
Performance Measurement Systems ◽  
And Performance

PurposeThe purpose of this paper is to empirically explore how the effect of intellectual capital (IC) on organizational performance is indirect and mediated through performance measurement (PM) systems.Design/methodology/approachData were collected from a survey of 128 chief financial officers of Iranian publicly listed companies. Hypotheses were tested using partial least squares regression, a structural modeling technique which is appropriate for highly complex predictive models.FindingsResults from the structural model indicate that, in general, companies with a higher level of IC place a premium on the balanced use of PM systems in a diagnostic and interactive style. Furthermore, the results provide some evidence that IC is indirectly associated with organizational performance through the intervening variable of the balanced use of interactive and diagnostic PM systems.Practical implicationsThis study sheds light on the issue of how senior management should use PM systems to take full advantage of intellectual assets which could lead to improved organizational performance.Originality/valueThis is the first study of its kind to synthesize a model which examines IC, PM systems, and organizational performance. Although the effect of different types of intangible assets on performance has been substantially examined in the literature, less effort has been devoted to understanding the role of PM systems in leveraging an organization’s IC.

Components of Project Management Maturity Impacting Project, Program, Portfolio, and Organizational Success

2018 ◽  
pp. 128-152 ◽  
Author(s):  
Robert Chee Choong Gan ◽  
Christina May May Chin
Keyword(s):  
Organizational Performance ◽  
Project Success ◽  
Organizational Success ◽  
Direct Impact ◽  
Project Implementation ◽  
Maturity Models ◽  
New Approach ◽  
And Performance ◽  
The Many ◽  
Definition Of

Due to alarmingly high failure rates attributed to either a lack of project implementation or if implemented, poor results in organizations, many PM consulting organizations have begun developing their own PM maturity models (PM3) to assess organization maturity level, to identify their clients' PM maturity gap, and to provide a pathway by which their clients could move up the maturity scale and performance. Despite the many claims of PM3 assessment capabilities, the lack of success in market adoption of PM3 models suggests the need for more studies to identify if these are due to the many definition of project success, the lack of consensus of what the components of PM3 should be, or the increasing expectations of the PM community. Thus, this chapter aims to identify the reasons behind differing organizations' views on the dimension of project success, components of PM3's direct impact on organizational performance, and how PM maturity can be measured and correlated to the various level of organizational success with a new approach known as DPM3.

scholarly journals A New Approach to Measuring the Correlation of Organizational Alignment and Performance

2018 ◽  
Vol 23 (1) ◽  
pp. 41
Author(s):  
Miloš Jevtić ◽  
Milica Jovanović ◽  
Jovan Krivokapić
Keyword(s):  
Organizational Performance ◽  
Organizational Design ◽  
Categorical Variables ◽  
Future Research ◽  
Validity And Reliability ◽  
Sampling Frame ◽  
New Approach ◽  
Organizational Configurations ◽  
Level Scale ◽  
And Performance

This paper focuses on measuring the alignment of organizational elements. Although several authors have analyzed this topic, there are few papers in which they propose a concept for measuring the alignment of key elements of the organization. In previous research, the concept of alignment is usually defined through categorical variables and different organizational configurations are suggested. Thus, this paper aims to propose a new approach to measuring organizational elements and their alignment. Based on the literature review we determined the organizational model for conducting the research in companies listed on the top 300 companies in Serbia. On the sample of 57 respondents theresults confirmed the defined hypothesis by which the alignment of the organizational elements has the positive correlation with the organizational performance. In order to measure the organizational elements we defined the 7-level scale which enables measuring the alignment of organizational elements. The research results confirm that it is necessary to look at the solutions based on some organizational elements simultaneously. However, in order to confirm the validity and reliability of the results, it is necessary to conduct a research on a larger sampling frame, since the sample from this research is relatively small in comparison to the total population. The defined scale can be used as a control tool for checking the proposed organizational design solutions in practice. Also, the rules of alignment of organizational elements can be applied at different hierarchical levels in the organization, which will be the subject of future research of the authors.

Organizational performance measurement by a framework integrating BSC and AHP

2016 ◽  
Vol 65 (7) ◽  
pp. 959-976 ◽  
Author(s):  
Tahere Yaghoobi ◽  
Firoozeh Haddadi
Keyword(s):  
Performance Evaluation ◽  
Performance Measurement ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Evaluation Model ◽  
Telecommunications Industry ◽  
Analytic Hierarchy ◽  
Content Type ◽  
Financial Perspective ◽  
And Performance

Purpose Performance measurement, especially at the enterprise level, requires intense consideration of experts and managers in organizations from both theoretical and practical aspects. The purpose of this paper is to investigate the overall organizational performance by developing a performance evaluation model, based on integrating two methodologies of balanced scorecard (BSC) – a multiple perspective plan for performance assessment – and analytic hierarchy process (AHP) – a structured technique for organizing and analyzing complex decisions. Design/methodology/approach The method was conducted in Isfahan Telecommunications Company (ITC), in 2013. In total, 27 managers of ITC were invited to participate. First, according to overall firm goals, key performance indicators (KPIs) were established with respect to four perspectives of BSC framework. Then pairwise comparisons were done, through standard AHP questionnaires, to determine the preference weights of each indicator and perspective and give precedence to them. Findings Organizational performance can be measured by the proposed model in a telecommunications industry. According to the adopted method, company KPIs, relative importance of BSC perspectives and performance evaluation of functional areas were identified. Practical implications This study provides guidance regarding strategies for improving organizational performance beyond the financial perspective. Originality/value Previous studies illustrate various applications of joint BSC and AHP. However, this study applies the integrated framework throughout an organization in a new application field and shows not only company’s features but also telecommunications industry features.

Assessing what police officers do “on the job”: toward a “public values” approach

2018 ◽  
Vol 41 (1) ◽  
pp. 70-83 ◽  
Author(s):  
Tullio Caputo ◽  
Michael Louis McIntyre ◽  
Lucy Meng Yi Wang ◽  
Tarah K. Hodgkinson
Keyword(s):  
Performance Assessment ◽  
Police Officers ◽  
Group Process ◽  
Assessment Tool ◽  
Police Performance ◽  
Front Line ◽  
Public Values ◽  
Content Type ◽  
Organizational Goals ◽  
Police Organizations

Purpose The purpose of this paper is to present the results of a test in a policing context of a performance assessment tool that is based on a “public values” approach. The Capability, Importance, and Value (CIV) Tool allows police organizations to examine the roles their members carry out to determine whether they are being capably done, are important, and deliver value to stakeholders. Design/methodology/approach Five focus groups were conducted with front line officers from a large Canadian police service. The focus group process incorporated elements of Appreciative Inquiry and Structured Brainstorming. Findings Valuable information can be collected from front line police officers with the CIV Tool. Police organizations could use this information to improve performance while ensuring that the roles undertaken by their members align with broader organizational goals and objectives including providing value to stakeholders. Research limitations/implications This study was designed as a limited test of the CIV Tool. More extensive testing is required with a larger sample that includes police investigators and members of other specialty units. Practical implications The CIV Tool can serve to augment existing police performance measurement strategies. It can help to identify which roles contribute to achieving organizational goals and which do not. Based on this information, ameliorative action can be taken. Social implications A “public values” approach places emphasis on stakeholder needs and expectations. Addressing these directly can result in enhanced performance as well as greater police transparency, responsiveness, and accountability. Originality/value Ongoing police performance assessment based on a “public values” approach is uncommon in policing. Its use has important implications for police organizations and their stakeholders.

The Construction of Informatization Performance Measurement Indicator System for Small-and-Medium Sized Enterprises

2013 ◽  
Vol 291-294 ◽  
pp. 2990-2994
Author(s):  
Jun Ling Zhang ◽  
Shu Yi Zhou
Keyword(s):  
Performance Evaluation ◽  
Firm Performance ◽  
Performance Measurement ◽  
Delphi Method ◽  
Indicator System ◽  
New Approach ◽  
And Performance

This paper tries to construct a five-dimensional informatization performance measurement indicator system on the basis of BSC and Performance Prism for small-and-medium sized enterprises and combined with AHP and Delphi method proposes the firm performance evaluation steps. in order to present a new approach to evaluate the small-and-medium sized enterprises.

Non-Governmental Development Organizations (NGDO) Performance and Funds—A Case Study

2017 ◽  
Vol 23 (3) ◽  
pp. 178-192 ◽  
Author(s):  
Marisa R. Ferreira ◽  
Amélia Carvalho ◽  
Filipa Teixeira
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Critical Role ◽  
Document Analysis ◽  
Non Profit ◽  
Development Organizations ◽  
Non Profit Organizations ◽  
And Performance

Non-profit organizations (NPOs) are facing growing pressure to become more performance oriented. The existence of a rising number of NPOs and the scarcity of fund sources is an increasingly worrying scenario. Our case study examines the experiences of three non-governmental development organizations (NGDOs) and discusses the possible existence of a relationship among fund sources and organizational performance. Non-profits are gradually required to respond to performance measurement directives and their fund sources may be scarce, in terms of quantity and diversity. Two central findings emerged from interviews and document analysis. First, there is a relationship between funds and performance, additional/greater funds positively influence organizational performance. Second, funds diversity play a critical role on performance, diversification of funds sources reduces the dependence of organizations and consecutively improves their performance.

scholarly journals PUBLIC MANAGERS' PERCEPTION OF THE PERFORMANCE MEASUREMENT SYSTEM, WITH EMPHASIS ON THE PERFORMANCE PRISM

2020 ◽  
Vol 5 (2) ◽  
pp. 61-78
Author(s):  
Otávio Henrique Cintra Monteiro
Keyword(s):  
Strategic Planning ◽  
Performance Measurement ◽  
Organizational Performance ◽  
Measurement System ◽  
Performance Measurement System ◽  
Non Profit ◽  
Public Managers ◽  
Performance Measurement Systems ◽  
And Performance ◽  
A Performance

Performance measurement system is an instrument that supports better organizational performance. This theme has evolved over time, while systems have become multidimensional and intent on projecting the future. In addition, in an open system logic, the understanding of the stakeholders becomes relevant to a performance measurement system. For this reason, the system model called Prism de Performance draws attention because it is based on stakeholders. Therefore, this article aims to analyze the perception of public managers who work in the implementation of strategic planning and performance on performance measurement systems, with an emphasis on the Performance Prism. Through a questionnaire data were obtained and analyzed using the Kruskal-Wallis statistical model. As a result, it was found that the focus on stakeholders is considered important for a dimension of a performance measurement system and that the Performance Prism is not known by professionals who work with the implementation of strategic planning and monitoring of results, even though the model is applicable to non-profit entities.

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