Abstract
Performance Measurement Systems (PMS) may assist implementing organizational strategy and act as an effective tool for control and surveillance. The PMS explored in this study was implemented by the public police forces, using advanced Business Intelligence (BI) technologies. Using that system, police commanders can analyze performance scores of their own units and get feedback on their success. The study examines the system's impact, through analysis of the metric results over a 5-year time period. The results indeed show a positive impact, as with the vast majority of the metrics examined, the performance indeed improved. Further, the results confirmed the preliminary assumptions that the relative weight of each metric will moderate the improvement, and that metrics that reflect activity will behave differently than those that reflect outcomes. The study discusses the implications of these results, and proposed directions for future research.
Recommended Citation
Moskovitz, Elad and Even, Adir, "The Impact of BI-Supported Performance Measurement System on a Public Police Force" (2012). AMCIS 2012 Proceedings. 10.
https://aisel.aisnet.org/amcis2012/proceedings/DecisionSupport/10
The Impact of BI-Supported Performance Measurement System on a Public Police Force
Performance Measurement Systems (PMS) may assist implementing organizational strategy and act as an effective tool for control and surveillance. The PMS explored in this study was implemented by the public police forces, using advanced Business Intelligence (BI) technologies. Using that system, police commanders can analyze performance scores of their own units and get feedback on their success. The study examines the system's impact, through analysis of the metric results over a 5-year time period. The results indeed show a positive impact, as with the vast majority of the metrics examined, the performance indeed improved. Further, the results confirmed the preliminary assumptions that the relative weight of each metric will moderate the improvement, and that metrics that reflect activity will behave differently than those that reflect outcomes. The study discusses the implications of these results, and proposed directions for future research.