Evolution, Practice, and Future of Productivity

• NCJ Number: 86503
• Journal: Journal of Police Science and Administration Volume: 10 Issue: 3 Dated: (September 1982) Pages: 326-334
• Author(s): C R Swanson
• Date Published: 1982
• Length: 9 pages
• Publication Format: Article
• Language: English
• Country: United States of America
• Note: *This document is currently unavailable from NCJRS.

Annotation

This article discusses the nature and importance of productivity, along with the implementation of a productivity program and the use of total performance management.

Abstract

Productivity involves efficiency and effectiveness. Efficiency measures determine the level of resources required to provide a given level of service, and effectiveness measures determine the impact and quality of the service being provided. In less than a decade of concerted experimentation with approaches for improving productivity, tangible benefits have been derived, and the future is likely to hold sustained effort and improvements. Productivity improvements result when the level of output rises while the level of resources used remains constant or when the level of output is held constant while the resources used decrease. The implementation of a productivity program requires the cooperation or nonresistance of public officials as well as the employees of the agency undertaking productivity improvement. A way of reinforcing desired change is the use of an incentive system that rewards productivity. The steps in productivity improvement are (1) selecting a program for concentrated study, (2) determining program objectives, (3) choosing the appropriate analytical procedures for eliciting information, (4) designing several program improvement options, (5) forecasting direct and indirect impacts of program options, (6) implementing the program, and (7) evaluating the program. Total performance management is the newest and most comprehensive approach to improving productivity. The use of total performance management requires the collection of data from customers and employees to provide information about both positive and negative aspects of performances as well as productivity and then 'playing back' the data in summarized forms to managers and employees, who subsequently develop action plans to build on strengths and eliminate or reduce weaknesses. Twenty-four references are listed.