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Theoretical Framework
Assessment of performance measurement system in the government organization is crucial as it defines the effectiveness of the work of the agency. It has acquired significant attention from researchers, and there is a vast amount of literature on the matter. For instance, Choong (2013) implements a thorough review of articles on the performance measurement system. The researcher examined 479 articles and revealed three major features of the materials on the matter: identification of gaps, suggestions of solutions, recommendations on future research.
It is noteworthy that researchers provide particular models as well as strategies to test their efficiency. For instance, Giblin and Burruss (2009) provide a well-developed model that includes the following concepts: mimesis, publications, and professionalization. The researchers employ two-order measurement models based on institutional pressures which are manifested through mimetic processes publications and professionalization. Suppa and Zardini (2012) evaluate the effectiveness of a performance measurement system in the Italian army and use similar concepts during the assessment. Notably, researchers tend to utilize a process-based approach and report about its effectiveness.
Therefore, to develop a sophisticated system to measure performance management, it is essential to apply a process-based approach. Neely et al. (2000) provide a detailed description of the development of a performance measurement system for organizations (both in the private and public sector). This framework can be used to come up with an effective system for such a government organization as police. Neely et al. (2000) outlined 12 phases of the process of development of a performance measurement system. This twelve-phase model can be applicable but somewhat adjusted to better fit the organization in question. It is necessary to note that the model can be enhanced with the help of the testing approach used by Broeckling (2010). The researcher exploited a survey to evaluate the effectiveness of certain measurement processes. Likewise, this can be integrated into the new model.
Hypothesis
The hypothesis can be formulated as follows: To evaluate the effectiveness of the work of police departments, it is possible to employ a 7-phase model enhanced by attention to employees evaluation of their performance held through implementation of the survey.
Relevant Model
As has been mentioned above, a modified 12-phase model suggested by Neely et al. (2000) can be employed. It is necessary to add that the organization in question is quite specific, and the approach used has to take into account its peculiarities. The new model will include 7 phases. These phases are as follows:
- Identification of major areas for performance measurement.
- Cost-benefit and purpose analysis.
- Comprehensiveness analysis.
- Detailed design, including environmental considerations.
- Testing
- Institutionalization.
- Maintenance.
Before going into detail describing each phase, it is necessary to note that almost every stage will involve completion of a survey by employees. Thus, identification of major areas for performance measurement will start with the survey completion. In this survey, employees will try to identify and measure areas of major interest.
Each employee should try to identify qualities he/she has to have and tasks he/she has to implement to be an effective member of the team. These data will provide insight on the way police officers see their work and tasks. Clearly, a variety of normative acts has to be considered to identify major standards which has to be met. Finally, successfully completed tasks have to be analyzed and discussed in certain groups to develop certain standards of effectiveness.
When areas are developed, it is essential to analyze cost-effectiveness and particular purpose of each of them. This is an important stage as it will be the basis of the measurement system. It is also rather complicated to implement. Abundance of areas which may appear during discussion and analysis of surveys and literature has to be properly analyzed. It is important to make sure that only cost-effective areas will be included in the performance measurement system. The system should involve only major areas which are crucial for effective functioning of the organization.
The chosen areas will be considered with the use of a comprehensive approach. It is crucial to make sure that the areas are comprehensive, in other words, they cover major aspects of tasks completed. This analysis can also be held with the help of surveys completed by employees. They can evaluate effectiveness of each other (or themselves) using areas outlined. At that, employees should be able to add some comments to the surveys questions. This will enable the developers to see whether all aspects have been covered.
The next stage is development of a detailed design of the system. Notably, it is essential to take into account environmental considerations. When developing the model, it is important to take into account current environment to create an effective measurement system which can be used.
Testing is another important stage which will help developers to reveal flaws in the system. Testing should be comprehensive and cover vast areas. To make sure that the system is viable, developers have to test it within quite extended period of time. Analysis of flaws of the system will enable developers to remove them and improve the model.
When the stage of testing is completed, it is necessary to start the process of institutionalization. The developers will have to introduce the system and start training personnel. It is also important to establish regular audits which will identify whether there is an informal and conflicting performance measurement system in operation (Neely et al., 2000, p. 1134). AT this stage, it is possible to generalize some areas and provide certain recommendations on the way to adjust the system to different environments.
Finally, it is also important to ensure maintenance of the system developed. This stage will involve audit as well as analysis of particular measures and their effectiveness. It is important to make sure that the system is evolving alongside with the changing environment and redundant practices are eliminated while new ones are introduced.
Dependent & Independent Variable
To implement the research necessary for development of the effective performance measurement system, it is necessary to outline applicable dependent and independent variables. Independent variables in the present research may be age, years of work in police, number of successfully completed tasks, salaries. These variables can help identify effectiveness of the employee and rewarding system exiting in the facility.
As far as dependent variables are concerned, these can be awards provided, training options, and collaboration within departments. These variables will help to identify effectiveness of departments and facilities as well as training programs used. It is necessary to note that these variables will be used during the stages from one to five. These are important categories to consider when designing an effective model to measure performance of police facilities.
Reference List
Broeckling, J. (2010). Performance measurement: Theory and practice (A professional project, Marquette University, Milwaukee, Wisconsin). Web.
Choong, K.K. (2013). Understanding the features of performance measurement system: A literature review. Measuring Business Excellence, 17(4), 102-121.
Giblin, M.J., & Burruss, G.W. (2009). Developing a measurement model of institutional processes in policing. Policing: An International Journal of Police Strategies & Management, 32(2), 351-376.
Neely, A., Mills, J., Platts, K., Richards, H., Gregory, M., Bourne, M., Kennerley, M. (2000). Performance measurement system design: Developing and testing a process-based approach. International Journal of Operations & Production Management, 20(10), 1119-1145.
Suppa, A., & Zardini, A. (2012). The implementation of a performance management system in the Italian army. International Journal of Operational Management, Marketing and Services, 2(1), 9-15.
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