Author(s): Yusuf YÃKSEL
The central purpose of this study is to examine the implementation of a popular performance based management model known as Compstat in large police organization called Newark Police Department. The main question is if this model has improved the performance of this organization. This model has been implemented by numerous police organizations in the United States over the last decade. Data were collected in this case study through in-depth interviews, observation of the Compstat meetings and analysis of the documents, and analyzed using grounded theory. The study revealed that this model certainly improved the performance of the NPD. Accountability and responsibility, flexibility, performance measurement that leads to careerism and competition can be seen as new management values that emerged in Compstat era. Performance orientation became an inevitable part of police management. Two basic mechanisms in Compstat, assessment with tangible indicators and follow up, changed the evaluation of success and failure in the management. The findings suggest designing differently the structure and setting of the Compstat meetings in a way to spur brain storming and promote a learning environment.
The Journal of International Social Research received 7760 citations as per Google Scholar report
