1 / 22

Learning from Performance?

Learning from Performance?. Steve Ritchie, Bramshill Fellow, Grampian Police. Performance Management. Historical development What it means Its application in uk policing. History of Performance Management. Operations, Accounting, and Marketing perspectives

haynesv
Download Presentation

Learning from Performance?

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Learning from Performance? Steve Ritchie, Bramshill Fellow, Grampian Police

  2. Performance Management Historical development What it means Its application in uk policing

  3. History of Performance Management • Operations, Accounting, and Marketing perspectives • Post Japanese economic revival • Reinventing Government (Osborne and Gaebler, 1992) • Increasing awareness of models such as Balanced Scorecard (Kaplan and Norton, 1992) • Not new!

  4. Perspective on Performance • Provider or Customer • Actual or Apparent • Cause and Effect • Individual or Organisation • Leading or Lagging indicators Performance is a relative concept. “Performance is not just something one observes and measures, it is the result of a deliberate construction” (Lebas and Euske 2002)

  5. Individual performance Process performance Strategic performance Organisational performance Mission Purpose Standards Values Strategy after Campbell (2006) The Nature of Organisational Performance

  6. Performance Management in Policing England & Wales Scotland • Citizen’s Charter - Accounts Commission • New public management • Police reform agenda – “sustained focus on police performance” • Home Office driven • Audit Scotland • NIM • Developing • Collaborative / Transformational • Enabling local control • Accountability • Learning /Continuous Improvement

  7. Organisational Learning What is it Historical Development Models of OL Relevance

  8. OL - Theoretical Framework Process Theory Practice Content Source -(Easterby-Smith and Lyles 2003)

  9. The Cycle of Organisational Learning Hedberg (1981)

  10. Information Acquisition Information Distribution Information Interpretation Organisational Memory Elements of Organisational Learning • Information acquisition - the process by which knowledge is obtained • Information distribution - the process by which information from different sources is shared and thereby leads to new information and understanding • Information interpretation - the process by which distributed information is given one or more commonly understood meanings • Organisational memory - the means by which knowledge is stored for future use Huber (1991)

  11. The 4I’s Model of OL Individual Group Organisation IndGrp Org Feed Forward Intuiting Interpreting Feed back Integrating Institutionalising Crossan et al, 1999

  12. Applying OL theory to the study of PM 4I’s view of OL The Performance Cycle • Intuiting • Interpretation • Integration • Institutionalisation • Performance Indicators • Interpretation/ Analysis • Decision Making • Action

  13. Applying OL to PM • To achieve an organisations aims, the PM process must create knowledge, support the decision making process, result in clear action that creates the desired affect on the environment.

  14. Combining perspectives, processes and elements

  15. Theoretical Drivers for OL/PM

  16. Research Method Factors Outcomes Timetable

  17. Research Method Case Study Forces • Interviews • Non-participant Observation • Documentation • Rich picture • Triangulate • 4 Scottish Forces • 2 English Forces • 1 Other – eg PSNI • Leaders/Strategists • Front line • Performance & NIM • Decision Making

  18. Potential Factors Some factors identified: • Ability to identify meaningful indicators • Ability to collect increasing volumes of data • Ability to analyse and summarise rather than track • Effectiveness of communication • The absence of formal performance training • The relative immaturity of discipline • Strategic clarity • Nature of performance being managed • Effective decision making • Nature of communication of required behaviour to workforce

  19. Research Outcomes • Describe, Understand, Evaluate • Identify catalysts and inhibitors to the processes • For ACPOS - • Maximise the impact of performance information • Guide the development of PM training • Support the collaborative development of a national PM system for Scotland.

  20. Research Timetable

  21. “Not everything that counts can be counted and not everything that can be counted counts”

  22. Steve Ritchie, Grampian Police steve.ritchie@grampian.pnn.police.uk Learning from Performance?

More Related