Translating Total Quality Management From the Private Sector to Policing (From Quantifying Quality in Policing, P 1-22, 1996, Larry T Hoover, ed. -- See NCJ-158093)

• NCJ Number: 158094
• Author(s): L T Hoover
• Date Published: 1996
• Length: 22 pages
• Sale Source: Police Executive Research Forum (PERF)
• Publication Type: Issue Overview
• Language: English
• Country: United States of America
• Note: *This document is currently unavailable from NCJRS.

Annotation

After reviewing the basic elements of Total Quality Management (TQM), this paper examines the application of TQM principles in policing.

Abstract

TQM has three broad premises: culture, customers, and counting (the three "C's"). Eight phrases describe the elements of TQM culture: measurement for improvement, delegation of decision authority to the lowest possible organizational level, rewards for results, teamwork and cooperation, job security, perceived fairness is reality, equitable rewards, and ownership. There are three primary elements of customer focus: structured programs to ascertain customer perspective, the internal customer concept, and supplier/provider communication by level of operation personnel. The four elements of counting are to specify customers, define supplier specifications, identify steps in work process, and select measurements. In discussing the application of TQM culture to police management, the author notes that close one-on-one customer/employee relationships are nurtured. The development of organizational configurations that allow such relationships is problematic for police agencies. Also reward for service is difficult for police organizations, since there is a lack of structure of financial incentives to be productive. Regarding TQM's customer focus, police agencies also have limitations, in that most police interactions with citizens involve injurious sanctions against the citizen for a law violation. Customer satisfaction is possible if the police provide satisfactory service for persons who complain about a problem that the police resolve. Regarding the third TQM "C," counting, police have many interactions with citizens that can be calibrated for quality of service; however, there are many citizen encounters for which the measurement of quality interaction is debatable. The most practical way to measure the quality of police performance is through a survey of complainants/victims regarding police performance. 39 references, 2 tables, and 3 figures