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Measuring performance in Dumfries and Galloway Constabulary with the Balanced Scorecard

Author

Listed:
  • M Wisniewski

    (University of Strathclyde
    Audit Scotland)

  • A Dickson

    (Dumfries and Galloway Constabulary)

Abstract

Measuring the performance of public sector organisations has always been a difficult and contentious area. However, with continuing pressures for transparency, accountability and value for money it is one that requires increasing management attention. This paper describes the Balanced Scorecard approach to performance measurement, assesses the applicability of the approach in the public sector and illustrates how the approach was used by Dumfries and Galloway Constabulary in Scotland as part of a strategic policing initiative.

Suggested Citation

  • M Wisniewski & A Dickson, 2001. "Measuring performance in Dumfries and Galloway Constabulary with the Balanced Scorecard," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 52(10), pages 1057-1066, October.
    • Handle: RePEc:pal:jorsoc:v:52:y:2001:i:10:d:10.1057_palgrave.jors.2601191
    DOI: 10.1057/palgrave.jors.2601191
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    Citations

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    Cited by:

    1. Monica Kapuria & Edward R. Maguire, 2022. "Performance Management and the Police Response to Women in India," Social Sciences, MDPI, vol. 11(2), pages 1-17, February.
    2. Liu, Wenbin B. & Meng, Wei & Mingers, John & Tang, Ning & Wang, Wei, 2012. "Developing a performance management system using soft systems methodology: A Chinese case study," European Journal of Operational Research, Elsevier, vol. 223(2), pages 529-540.
    3. Aleksander Janes, 2011. "Managing Sustainability with a Little Help from Statistical Methods?," MIC 2011: Managing Sustainability? Proceedings of the 12th International Conference, Portorož, 23–26 November 2011 [Selected Papers],, University of Primorska, Faculty of Management Koper.
    4. Lin, Z. Jun & Johnson, Stev, 2004. "An exploratory study on accounting for quality management in China," Journal of Business Research, Elsevier, vol. 57(6), pages 620-632, June.
    5. Lucia Clara Banchieri & Fernando Campa Planas & Maria Victoria Sanchez Rebull, 2011. "What has been said, and what remains to be said, about the balanced scorecard?," Zbornik radova Ekonomskog fakulteta u Rijeci/Proceedings of Rijeka Faculty of Economics, University of Rijeka, Faculty of Economics and Business, vol. 29(1), pages 155-192.
    6. H A Akkermans & K E van Oorschot, 2005. "Relevance assumed: a case study of balanced scorecard development using system dynamics," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 56(8), pages 931-941, August.
    7. Patrícia Gomes & Silvia M. Mendes, 2013. "Performance measurement and management in Portuguese law enforcement," Public Money & Management, Taylor & Francis Journals, vol. 33(1), pages 31-38, January.

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