Managerial effectiveness of police performance measurement systems: Influence of dysfunctions, challenges and best practices

Abstract

This research aims to analyze the factors associated with dysfunctions, challenges and good practices that explain the managerial effectiveness of Performance Measurement Systems (SMD) in a public police organization based on the perception of employees. Descriptive-explanatory research was carried out using the survey method. The survey questionnaire took place in 2024, with employees of a public federal police organization. The exploratory factor analysis explained 64.6% of the variance and retained two factors that were used as independent variables: goal displacement and top-down implementation, with significant factor loadings and unidimensional reliability, together with the presence of best practices. As a dependent variable, the reliable EGMD scale was used. The regression model indicated a significant explanation (R²=50.9%) of EGMD, with empirical evidence of the negative influence of the factors top-down implementation (β=-1.617) and goal displacement (β=-1.040), and the positive influence of SMD best practices (β=2.25). The empirical support contributes to the theory of measuring public organizational performance by analyzing the occurrence of some phenomena linked to performance measurement in specific situations. Public organizations can encourage the use of best practices aimed at mitigating the negative effects of challenges and dysfunctions in SMD.