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Addresses a long‐standing debate as to whether or not college‐educated police officers perform their jobs better than others. Of the 250 officers asked to complete a self‐assessment form, officers with a bachelor’s degree rated themselves higher in a number of performance indicators than did those without a degree. Points out that the results may indicate that educated officers perform better, or it may indicate differences in perceptions about their duties. Whichever is the case, education confers the advantage of better written and oral communication skills. Recommends the use of self‐administered questionnaires to provide data for policy making.

Many organisations attempt to improve their performance through innovation but innovative activities exert an undefined influence on police performance. Furthermore, studies on determining the role of creative leadership and knowledge sharing on the relationship between service innovation and police performance are scarce. Thus, the aforementioned relationship was empirically analysed in this study using creative leadership and knowledge sharing as moderating variables.

In this quantitative cross-sectional study, data were collected from 435 Ajman police employees using an online questionnaire. The hypothesised associations were tested using partial least squares structural equation modelling.

The statistical findings clearly demonstrated that service innovation favourably influenced the Ajman police performance. Creative leadership positively moderated the relationship between service innovation and police performance while knowledge sharing did not.

The results presented a wide range of theoretical and practical implications. Police performance can be improved by promoting service innovation, which can be enhanced by creative leadership.

Empirical research that examined the connection between innovation and police performance is scarce. Additionally, the role of creative leadership and knowledge sharing in this relationship is unknown. Thus, this research aims to close the knowledge gap and provided data to support the hypotheses. This study is unique as these factors are used in police agencies.

Limited use of Kaizen practices in police agencies, together with very few studies that investigated the link between it and police performance, gives a gap and good indication to conduct this study. Thus, this study seeks to explore and examine this relationship through the lens of innovation culture as a mediating factor.

This paper was based on a survey with 352 effective participants, including the head section officers of the Dubai Police in the UAE. A structural equation modelling technique was used for statistical analysis.

Results indicate that Kaizen was positively associated with police performance. Innovation culture also plays a mediating role in the relationship between Kaizen and police performance.

This paper has theoretical and practical contributions. It is one of the first studies to create and test the direct and indirect associations between Kaizen and police performance, providing evidence on the mediating role of innovation culture with regard to Kaizen and performance in the policing field.

The purpose of this paper is to define a systematic management structure that helps police practitioners institutionalize performance management and analysis in more rational‐technical ways.

The design is based on Gold's “complete participant” field researcher method.

The findings suggest a performance management model is more rational than the traditional command‐control model and may increase consistency in police management by systematically collecting and reporting on streams of data to measure performance instead of relying on rote compliance.

The model is limited because it does not account for important intangible qualities of performance (e.g. attitude, initiative, judgment); in the hands of autocratic managers it can be oppressive and cause more problems than it solves; it may constrain officer discretion; it has not been advanced as a learning instrument; and performance indicators are subject to measurement error.

Most police agencies are already capturing the necessary data elements to implement a performance management model. Police executives and policymakers can use this model to definitively measure how well police agencies and individual programs are performing.

The paper represents an opportunity for police practitioners to embrace a new management process intended to improve performance and accountability. The framework is a universal management process that can be applied to any size police agency or any police program.

The purpose of this paper is to explore factors that can influence on the police officer’s perception of the effectiveness of the performance management system (PMS). This study examines the effect of the attitude of employees and causal relationships between organizational/individual factors and the effectiveness of PMS during the implementation process.

The authors conducted a nationwide online survey of 10,619 police officers in South Korea. Structural equation modeling was employed to analyze multiple relationships simultaneously. The authors constructed a baseline model and also examined an alternative model in order to increase the model’s explanatory power.

Police officers’ perception of the understanding of the PMS, manager’s concern, participation and performance information (PI) usage exerted significant effects on the perceived effectiveness of the PMS. However, the relation between understanding of the PMS and PI usage was not significant. The study identified organizational and institutional settings for the success of the PMS. Overall, results support findings of previous studies that suggest an important role of common consensus on performance indicators and agreement between managers and employees.

While the data size of this study is quite large, it should be considered that the respondent’s preferences on the PMS might have influenced survey results. Findings are limited by the use of a cross-sectional design. Future studies may investigate changes in causal relationships over time by employing a panel design. In addition, various survey items related to the practices of the PMS within the police organization need to be included in future studies.

To improve the effectiveness of performance management in the police organization, decision makers and managers must emphasize behavioral aspects of the system, especially the causal relationship between practices and perception of the usefulness of the system.

Despite the wide use of PMS in police management practice, police officers’ perception of the effectiveness of these systems has received little attention in the field. This study indicated a causal link between the factors in the PMS and the perception of the police officers.

Police agencies are under pressure to improve their performance and provide outstanding services for the community. In response, academics and practitioners have called to adopt effective methods that help these agencies to achieve their goals. Studies reported that benchmarking has a role to improve organisational performance. However, poor evidence of using benchmarking within police agencies and very few studies examine the relationship between it and police performance. Motivated by this gap, this study aims to explore and examine this relationship under the mediating role of innovation culture.

A quantitative methodology was utilised in this study. Data used to examine the hypotheses were obtained from the departments and stations of the Dubai Police Force (DPF), and the population comprised head section officers. A total of 338 questionnaires were distributed to respondents, 252 of which were returned. The hypothesised relationships were tested with the data collected by SPSS and SmartPLS statistical software.

Findings clearly show that benchmarking is directly and indirectly associated with the organisational performance of the DPF through innovation culture. Results support the notion that innovation culture facilitates the implementation of proper benchmarking projects in the DPF, which positively affects different aspects of its performance.

This study includes several limitations. Specifically, the generalisability of the findings should be considered. The analysis applies only to the DPF in the UAE. Thus, investigating and analysing variables in different police agencies in the UAE or internationally would be valuable.

Several recommendations are provided in relation to the obtained results to assist managers and decision makers in the DPF and other police agencies. This study includes suggestions for improving police performance by establishing an innovation culture and adopting benchmarking practices.

Although several contributions indicated that benchmarking and innovation culture is a key determinant of success, the literature lacks empirical studies investigating this link in the police field. This study is the only one to date that examined this relationship in police services. Accordingly, this study seeks to bridge this gap and delivers empirical evidence and theoretical insight to better understand this relationship.

The qualities which make a good police officer are often difficult to identify. Traits such as intelligence, common sense, dependability, and honesty appear more frequently than others in the police literature. This issue is complicated by two matters. First there is the difficulty in measuring job performance and linking job tasks to personality characteristics. Second is the importance of the police organization in influencing officer behavior, sometimes despite personal characteristics. This review of the literature examines the personality traits thought to be characteristic of a good police officer and discusses the difficulties of measuring as well as predicting good police performance.

The purpose of this paper is to outline the development and implementation of the “values‐driven competency‐based performance management system” (VDCBPMS) and report the findings of a study that aims to examine the effect of the new PMS on officers of the Hong Kong Police Force.

The research focuses on the officers’ perceptions and attitudes resulting from the intervention and hypothesizes that the new system will increase their organisational commitment and job satisfaction, job‐effort and value alignment with the Force, as well as overall performance of the Force through enhanced performance of individual officers. The study employs a staff survey and interviews with a cross section of officers in different ranks to examine the impact on them of VDCBPMS.

The research findings reveal evidence to support all the hypotheses and their implications for management are outlined.

The research is not a done in a “before‐and‐after” fashion due to inherent limitations and the findings cannot be isolated from other clandestine management initiatives for examination due to practical limitations.

The research findings provide food for thought for the management to consider how best to improve the performance of officers in the Force.

The research findings suggest ways to improve policing in Hong Kong, which ultimately will benefit the society of Hong Kong at large.

This research fills a void in the literature of competency‐based PMS by introducing the “values” dimension to the notion, and contributes to the study of public policy implementation by illustrating how a novice system is developed and introduced in a policing context.

The purpose of this paper is to examine the extent to which climate for innovation, supportive climate, and rules climate influence job performance and satisfaction of local police (LP) officers in Spain. By integrating multiple climates simultaneously into a single study the authors assess the added value of climate for innovation.

Participants included 175 LP officers who completed a questionnaire including measures of climate (FOCUS-93), job satisfaction, and perceived performance.

Multiple regression analyses showed that developing a climate for innovation has a positive impact on police satisfaction and perceived performance beyond that of well-established climates. Climate for innovation emerges as the main predictor of job satisfaction, while it provides a small, significant increment of explained variance in perceived performance.

Policy makers should enable participation of officers in the innovating process, thus improving the quality of change and creating a better work environment.

Building on the competing values framework (Quinn and Rohrbaugh, 1983), this research is a contribution towards understanding how different climate types combine and relate to each other to account for officers’ behaviours and outcomes.

Examines the relationship between the observation of police use of force and the subsequent evaluation of police performance. The data in this study were obtained from a random sample of 992 Ohio citizens. Finds that the observation of police use of force that the respondents judged excessive had a significantly negative effect on their perception of police performance. The effect of this observation remained significant even after controlling for sociodemographic, experiential and neighborhood characteristics. Suggests that the police could substantially increase citizens’ satisfaction with their performance by reducing incidents and allegations of police misconduct.