Abstract
After decades of development effort and referring to best practices from other public sectors, an integrated performance management system for the police organizations in China has already been established. However, it is rare that any evaluation of the effect of implementing performance management is conducted either by researchers or practitioners. This study targets police officers as samples from police organizations in Zhejiang Province in China. A questionnaire on evaluation of performance management for police officers was developed which included four factors: job characteristic, leadership style, internal operational mechanism of performance management, and interpersonal relationship. This study also explored the relationship between evaluation of performance management and job satisfaction, and tested the mediating effect of perceived social support on job satisfaction. The practical implications of this study on the Chinese system of policing are discussed.
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