Measuring the impact of intellectual capital performance management indicators through the lens of organizational capital: A Police Agency case study

Abstract

Abstract As the changing dynamics of the 21st-century workplace is influenced by societal demands and expectations, understanding the influence of organizational capital strategic indicators on employee performance is pivotal for competitive advantage and establishing best practice. There is a wealth of knowledge developed as to the influence of employee performance on organizational capital and, by association, intellectual capital. What is less known is the reverse influence—how do strategic management indicators of organizational capital influence employee performance? This study, conducted within a United Arab Emirates police agency explored the influence of six such indicators through interviews and a questionnaire. Results indicate middle-ranked positions placed the highest level of importance on risk management and crime prevention, with 97% of all study participants identifying this as an important/very important influencing indicator. Command (Administration) employees place marginally lower importance on an organizational clear vision and key performance indicators compared with core (operational) and services units (community-based services). A total of 89% of participants agreed that information technology/automated software influences employee and organizational performance. Models of excellence were perceived (57%) as having limited influence, however, acknowledging the capacity for influence on overall organizational performance. The variation in employee perception of the organizational capital indicators offers valuable insight for leadership decisions associated with aligning intellectual and organizational capital with the reality of employee, in this case, police officer, performance. Reviewing approaches to performance management supports police agencies to meet the continually evolving demands of the communities they serve.