Paper/Speech Details of Conference Program for the 21st NISPAcee Annual Conference Program Overview Administration and Management of Internal Security Agencies Author(s) Nina Tomaževič University of Ljubljana Ljubljana Slovenia Aristovnik Aleksander, Janko Seljak, University of Ljubljana, Faculty of Administration, Ljubljana, Slovenia Title The common assessment framework (CAF) and employee satisfaction: The case of the Slovenian police service File Paper files are available only for conference participants, please login first. Presenter Abstract In recent decades, public sector organizations in Slovenia and in the European Union have been placing ever more emphasis on the quality and excellence of their operations. They are aware that these two aspects are open to many improvements, especially in terms of customers, employees, management, leadership, processes as well as socially responsible and sustainable operations. For this purpose, they use different management tools and/or excellence models such as the EFQM model (European Foundation for Quality Management), CAF (Common Assessment Framework), BSC (Balanced Scorecard) etc. With these tools/models such organizations strive to improve their effectiveness and efficiency. They frequently follow examples of good practices in the private sector. An important aspect of excellence in any organization involves the employees, i.e. human resources management. Specific processes have to be implemented in this area and their effectiveness and efficiency measured, while also monitoring employee satisfaction. In the case of the CAF model, two of the nine criteria are dedicated to the area of employees, namely 3 (People) and 7 (People Results). In spring 2012 a study was conducted in the Slovenian Police involving both parts, the CAF and, separately, the employee satisfaction survey. The police is an important segment of the public sector and its services influence many areas of the functioning of the state and its citizens. Police employees were asked to provide demographic data and evaluate individual facets of employee satisfaction. The second part of the questionnaire was dedicated to the employees’ evaluation of the criteria within the CAF model. This underpinned our presentation of an analysis of the correlation between the results of the self-assessment of the CAF enablers and the results of the employee satisfaction survey. The main purpose of the contribution is to investigate the influence of enablers such as Strategy and Planning, Leadership, People, Partnerships and Resources, and Processes on employee satisfaction, having in mind that the evaluation regarding both the CAF enablers and employee satisfaction was made by the employees. The influence of the CAF enablers was examined for total satisfaction and for three sets of facets of employee satisfaction. The empirical results show that total satisfaction is most influenced by the enabler CAF-Leadership and less by CAF-Processes. The influence of other enablers (CAF-Strategy and Planning, CAF-People, CAF-Partnerships and Resources) is not statistically significant. Satisfaction in the areas of relationships, management and autonomy is influenced the most by CAF-Leadership and slightly less by CAF-Processes. The enabler CAF-Partnerships and Resources has a statistically significant negative influence. The correlation between the employees’ evaluation of total satisfaction and individual facets of satisfaction and the evaluation of individual CAF enablers can provide police management with a useful starting point for improving management and implementation processes in the Slovenian Police.
