NCJ Number
61068
Journal
Policy Studies Journal Volume: 7 Dated: SPECIAL ISSUE (1978) Pages: 381-389
Date Published
1978
Length
9 pages
Annotation
A MODEL FOR CONCEPTUALIZING ELEMENTS OF THE POLICE SERVICE PRODUCTION PROCESS AND THEIR INTERRELATIONSHIPS IS PRESENTED; ITS APPLICATION TO EVALUATION OF POLICE AGENCY PERFORMANCE IS DISCUSSED.
Abstract
ORGANIZATIONAL ARRANGEMENTS ARE THE SET OF DECISIONMAKING RULES FOR PRODUCING GOODS AND SERVICES. FOR POLICE, THESE ARRANGEMENTS INCLUDE THE DIVISION OF WORK, AGENCY SIZE AND AUTHORITY STRUCTURE, THE EXTENT OF CITIZEN ACCESS AND CONTROL, AND OTHER STRUCTURAL VARIABLES. ORGANIZATIONAL ARRANGEMENTS AFFECT PRODUCTION STRATEGIES INVOLVING DECISIONS ABOUT INPUTS (RESOURCES USED IN A PRODUCTION PROCESS) AND ACTIVITIES (PROCESSES THAT CONVERT INPUTS INTO OUTPUTS). OUTPUTS ARE THE DIRECT RESULTS OF PARTICULAR PRODUCTION STRATEGIES; FOR EXAMPLE, AN ARREST IN THE OUTPUT OF SPECIFIC INVESTIGATIVE ACTIVITIES. OUTCOMES MAY BE OBJECTIVE (IMPACT ON GENERAL COMMUNITY CONDITIONS) OR SUBJECTIVE (IMPACT ON PERCEPTIONS AND ATTITUDES OF CITIZENS). EVALUATION EXAMINES THE OUTCOMES PRODUCED BY PROCESSES CREATED BY SPECIFIC ORGANIZATIONAL ARRANGEMENTS. EVALUATING PERFORMANCE CAN BE ACHIEVED BY EXAMINING AGENCY OUTPUTS AND OUTCOMES ACCORDING TO SPECIFIED CRITERIA AND STIPULATING THE RELATIONSHIP BETWEEN THESE RESULTS AND THE ACTIVITIES AND INPUTS THAT PRODUCE THEM. BY COMPARING THE PRODUCTION STRATEGIES AND ORGANIZATIONAL ARRANGEMENTS OF AN AGENCY OVER TIME, OR OF MULTIPLE AGENCIES IN A CROSS-SECTIONAL DESIGN, THE RELATIONSHIP OF STRATEGIES AND ARRANGEMENTS TO PERFORMANCE CAN BE DETERMINED. AN EXAMPLE OF A POLICE PRODUCTION PROCESS IS PROVIDED IN THE AREA OF CRIMESOLVING, AND SAMPLE INDICATORS FOR A POLICE AGENCY EVALUATION ARE INCLUDED. (RCB)