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Performance measurement and management in Portuguese law enforcement

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  • Patrícia Gomes
  • Silvia M. Mendes

Abstract

Performance measurement of police services is complicated by ambiguous and complex goaland objectives-setting, and by the difficulties of measuring outputs. This article looks at the organizational and management changes being made in Portuguese police forces. The authors fill a gap in the literature on performance measurement in Portugal by taking a national approach to the study of how law enforcement agencies are introducing new management accounting changes. The article therefore widens the debate on performance measurement and performance improvements in law enforcement.

Suggested Citation

  • 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.
    • Handle: RePEc:taf:pubmmg:v:33:y:2013:i:1:p:31-38
    DOI: 10.1080/09540962.2013.744892
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    References listed on IDEAS

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    1. Carlos Pestana Barros, 2006. "Productivity Growth in the Lisbon Police Force," Public Organization Review, Springer, vol. 6(1), pages 21-35, March.
    2. 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.
    3. Paul M Collier, 2004. "Policing in South Africa," Public Management Review, Taylor & Francis Journals, vol. 6(1), pages 1-20, March.
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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.

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