<?xml version="1.0" encoding="UTF-8"?>
<record
    xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance"
    xsi:schemaLocation="http://www.loc.gov/MARC21/slim http://www.loc.gov/standards/marcxml/schema/MARC21slim.xsd"
    xmlns="http://www.loc.gov/MARC21/slim">

  <leader>01463nam a2200193Ia 4500</leader>
  <controlfield tag="008">181130s2018    xx            000 0 und d</controlfield>
  <datafield tag="100" ind1=" " ind2=" ">
    <subfield code="a">Pasha, Obed</subfield>
  </datafield>
  <datafield tag="245" ind1=" " ind2=" ">
    <subfield code="a">Can performance management best practices help reduce crime?</subfield>
  </datafield>
  <datafield tag="260" ind1=" " ind2=" ">
    <subfield code="c">2018</subfield>
  </datafield>
  <datafield tag="300" ind1=" " ind2=" ">
    <subfield code="a">p.217-227.</subfield>
  </datafield>
  <datafield tag="504" ind1=" " ind2=" ">
    <subfield code="d">Mar/Apr</subfield>
  </datafield>
  <datafield tag="520" ind1=" " ind2=" ">
    <subfield code="a">As performance management systems gain popularity in police agencies, they are increasingly being criticized for their ineffectiveness at reducing crime and for encouraging abuse of authority. Scholars and practitioners, however, argue that these systems can be effective if they are implemented properly with the use of best practices. This article contributes to this debate by evaluating the impact of performance management systems and associated best practices on improving police performance. An analysis of primary survey data of 308 U.S. police agencies shows that performance management systems are effective tools in helping reduce crime across almost all crime categories. However, the best practices of performance reporting to citizens and providing discretion to officers have no significant impact on crime reduction, while consulting officers in the target?setting process has a negative impact on police performance. - Reproduced.</subfield>
  </datafield>
  <datafield tag="650" ind1=" " ind2=" ">
    <subfield code="a">Crime</subfield>
  </datafield>
  <datafield tag="650" ind1=" " ind2=" ">
    <subfield code="a">Organisation</subfield>
  </datafield>
  <datafield tag="650" ind1=" " ind2=" ">
    <subfield code="a">Performance appraisal</subfield>
  </datafield>
  <datafield tag="650" ind1=" " ind2=" ">
    <subfield code="a">Performance management</subfield>
  </datafield>
  <datafield tag="773" ind1=" " ind2=" ">
    <subfield code="a">Public Administration Review</subfield>
  </datafield>
  <datafield tag="906" ind1=" " ind2=" ">
    <subfield code="a">Performance management</subfield>
  </datafield>
  <datafield tag="999" ind1=" " ind2=" ">
    <subfield code="c">506917</subfield>
    <subfield code="d">506917</subfield>
  </datafield>
  <datafield tag="952" ind1=" " ind2=" ">
    <subfield code="0">0</subfield>
    <subfield code="1">0</subfield>
    <subfield code="4">0</subfield>
    <subfield code="7">0</subfield>
    <subfield code="a">IIPA</subfield>
    <subfield code="b">IIPA</subfield>
    <subfield code="d">2018-12-07</subfield>
    <subfield code="h">78(2), Mar/Apr, 2018: p.217-227.</subfield>
    <subfield code="p">AR118712</subfield>
    <subfield code="r">2018-12-07</subfield>
    <subfield code="w">2018-12-07</subfield>
    <subfield code="y">AR</subfield>
  </datafield>
</record>
