New development: Performance management in a UK police force

Public Money and Management

Volumn 29, Issue 3, 2009, Pages 195-200

  Hunton, Paul ^a   Jones, Alan ^b   Baker, Paul ^a  

^a Cleveland Police IT ^*

^b TEESSIDE UNIVERSITY   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84858828727     PISSN: 09540962     EISSN: 14679302     Source Type: Journal    
DOI: 10.1080/09540960902891764     Document Type: Article

References (10)

1. Collier, P. M. (2006a), In search of purpose and priorities: police performance indicators in England and Wales. Public Money & Management, 26, 3, pp. 165–172.
2. Collier, P. M. (2006b), Policing and the intelligent application of knowledge. Public Money & Management, 26, 2, pp. 109–116.
3. Home Office (2004), The National Policing Plan 2005–08: Safer, Stronger Communities (HMSO, London).
4. Home Office (2005), Policing Performance Assessment Framework. Available from http://police.homeoffice.gov.uk/performance-andmeasurement/assessment-methods (accessed December 2008).
5. Home Office (2006), Home Office Counting Rules. Available from http://www.homeoffice.gov.uk/rds/countrules.html (accessed December 2008).
6. Home Office (2008), Improving Performance: A Practical Guide to Police Performance Management. Available from http://police.homeoffice.gov.uk/performance-and-measurement/managingpolice-performance (accessed December 2008).
7. Hunton, P., Jones, A. and Baker, P. (2007), Performance management in the middle management ranks of a UK police force. Cyprus International Journal of Management, 12, 1, pp. 66–78.
8. Kennerley, M. and Neely, A. (2003), Measuring performance in a changing business environment. International Journal of Operations and Production Management, 23, 2, pp. 213–229.
9. Loveday, B. (2005), The challenge of police reform in England and Wales. Public Money & Management, 26, 4, pp. 275–281.
10. National Criminal Intelligence Service (2000), National Intelligence Model (NCIS, London).