|Abstract: ||Police policy is a part of the public administrative department of the government. Because of the fast change of society, the role that the people require the police to be, not only ensures the security of lives and properties, but also offers a more convenient and more effective service. Since the middle period of the 1980?s, the TQM prevailed over the whole world. The core of the TQM is the total management of quality, the pursuit of a comprehensive and remarkable performance, and the improvement of competitiveness of the organization. The TQM is the tactic which is adopted by general enterprises. However, there are few public affairs departments which adopt it and fewer police departments. Police departments which carry out the TQM policy, such as Hualien Harbor Police Office and Taitung County Police Bureau, gain a great effect.They adopt some ways to improve the quality of service and promote the administrative efficiency by introducing the idea of enterprise management, emphasis on service, and customer-based needs.|
The study regards Hualien Harbor Police Office and Taitung County Police Bureau as the research objects, and adopts four viewpoints about financial affairs, customers, internal procedures and learning and growth of a balanced scorecard to probe into the factors affecting the performance of the TQM in police organization. Through the analysis of the background of carrying out TQM in police organization and the relevant documents of TQM and a balanced scorecard, the study compiles the performance measurement indicators of the TQM in police organization. The study analyzes the performance evaluation indicators of the TQM in police organization by using the Regression Analysis Method. Besides, it uses the ANOVA to find out the cognitive divergence which police staff backgrounds affect performance measurement indicators.
Results from analysis of the study are summarized as follows:
1.There are six successful main factors to implement the TQM?
?1?The colleagues? identification with the organization (learning and growth viewpoint).
?2?Coordination ability to the internal and external organization (internal procedures viewpoint).
?3?The colleagues? attitude on duty (customers viewpoint).
?4?The prescription of dealing with official documents (internal procedures viewpoint).
?5?The working efficiency of police beats (customers viewpoint).
?6?The number of the subvention (financial affairs viewpoint).Six remarked factors distribute equally over four viewpoints of a balanced scorecard
2. There are not obvious differences between the five items of sex, academic background, post, the role in carrying out the TQM and working attribute, and the whole effects of implementing the TQM and the cognition about the four viewpoints of a balanced scorecard. And there are conspicuous differences between the two items of ages and seniority of working experience and the whole effects of implementing the TQM and the cognition about the four viewpoints of a balanced scorecard. Besides, those who are elder or have more working experience are more cognitive of performance than those who are younger or have less working experience.
3. An average is higher than 3.5 about the interviewees? cognition of the whole effects of implementing the TQM and the four viewpoints of a balanced scorecard. It shows that the interviewees hold a definite attitude in the effect of implementing the TQM system.