경찰 생산성 평가지표 개발 및 활용에 관한 연구

Abstract

Productivity has two fundamental components: effectiveness and efficiency. Stated simply, effectiveness means that the police reached the objective they sought to achieve. In considering efficiency, the question is, How much of our resources were required to achieve this objective? Considerations of productivity also include the dimension of quality. Implementing a productivity management program involves seven sequential steps. Productivity programs may be - in terms of implementation - centralized, decentralized, or nondirective. Regardless of the implementation strategy, productivity programs require doing more with current resources or maintaining or increasing output in the face of decreased resources. A natural adjunct to a productivity improvement program is an MBO(management by objectives) system. The measurement of productivity raises difficult challenges, such as establishing some relationship between what the police do and the change in resulting conditions and how to ensure that an increase in productivity does not have the unintended consequences of reducing the quality of service. By benchmarking, a police department creates a process of continuous improvement. The evaluation of police programs is an absolute necessity. Three types of evaluation can be employed process, program, and impact. The police routinely, often without recognizing it, do process evaluation, and performance measures are often nothing more than a variant on some type of program evaluation design, such as the one-group pretest versus posttest comparison. Police administrators can and must take certain steps to ensure useful evaluations. The issue of inside versus outside program evaluators raises a number of questions that must be considered in light of the specifics of the situation involved, as does the issue of "insiders versus outsiders" in organizational change.