Problem Of Performance Measurement Research Articles

Success and failure in implementing changes in job design

This paper discusses some of the factors which determine whether proposals for changes in job design are implemented or not and, if they are, whether they are likely to be successful. It takes a systems approach in that in the real world there are a number of interdependent factors and a change in any one will affect others. Failure to consider the effects of changes of a traditional ergonomic type on individual psychological needs or wider ranging job design proposals on payments, management style, etc. will lead to failure. Important factors to consider are the attitudes and values of top management, the involvement of those whose jobs are being changed, the tradition of work organization and the expectations of the employees. The aim must be to allow the individual worker at any level the greatest possible choice in how he does his job. Comment is made on the education of economists, the problems of performance measurement and the evaluation of change.

Performance Measurements in Crime Control

The paper treats the problems of performance measurement for crime control activities. The existing performance measurements are strongly dominated by the apprehension-oriented clearance rate. The practical and conceptual problems associated with the clearance measure are discussed as an introduction to a conceptual framework for crime control performance measures. The frame work extends beyond the measures of operating agency perform ance to other classes of measures which are derived from a broader system definition. These additional classes of measures related to (1) economic disincentives to criminal activities and markets, (2) crime prevention, (3) community assistance and control, and (4) quality of life parameters, detailed suggestions for the class of operating agency measures; and external or system based classes of measures are provided to indicate the utility of the conceptual framework.