This study examines the role of performance management in enhancing gender-responsive policing practices aimed at safeguarding women's safety and rights in India. Despite legislative reforms and policy initiatives, women in India continue to face various forms of gender-based violence and discrimination. Effective policing is crucial in addressing these challenges and ensuring women's access to justice and protection. Performance management frameworks, including goal setting, performance measurement, feedback mechanisms, and accountability mechanisms, offer strategic tools for enhancing the effectiveness and responsiveness of policing efforts. This study explores how performance management can be leveraged to promote gender-sensitive policing practices, improve service delivery to women, and enhance police responsiveness to gender-based violence incidents. Drawing on empirical evidence and case studies, the study highlights best practices and challenges in implementing performance management systems within police organizations in India. The findings underscore the importance of integrating gender considerations into performance management frameworks and fostering a culture of accountability and transparency within law enforcement agencies. By strengthening performance management practices, police organizations can contribute to creating safer environments for women and upholding their rights in India.

Performance management, Gender-responsive policing, Women's safety

Ahmad, Jaleel, M. E. Khan, Arupendra Mozumdar, and Deepthi S Varma. 2016. Gender-based violence in rural Uttar Pradesh, India: Prevalence and association with reproductive health behaviors. Journal of Interpersonal Violence 31: 3111–28.

Amaral, Sofia, Sonia Bhalotra, and Nishith Prakash. 2021. Gender, Crime and Punishment: Evidence from Women Police Stations in India.

Andersson, Thomas, and Stefan Tengblad. 2009. When complexity meets culture: New public management and the Swedish police. Qualitative Research in Accounting & Management 6: 41–56.

Bagozzi, Richard P., Youjae Yi, and Lynn W. Phillips. 1991. Assessing construct validity in organizational research. Administrative Science Quarterly 36: 421–58.

Banerjee, Abhijit, Raghabendra Chattopadhyay, Esther Duflo, Daniel Keniston, and Nina Singh. 2021. Improving police performance in Rajasthan, India: Experimental evidence on incentives, managerial autonomy, and training. American Economic Journal: Economic Policy 13: 36–66.

Beer, Micheal, and Roberb Ruh. 1976. Employee growth through performance management. Harvard Business Review 54: 59–66.

Bowen, Natasha K., and Shenyang Guo. 2012. Structural Equation Modeling. New York: Oxford University Press.

Bratton, William J., and Sean Malinowski. 2008. Police performance management in practice: Taking COMPSTAT to the next level. Policing: A Journal of Policy and Practice 2: 259–65.

Brown, Timothy A. 2015. Confirmatory Factor Analysis for Applied Research, 2nd ed. New York: The Guilford Press.

Carmona, Salvador, and Anders Grönlund. 2003. Measures vs. actions: The balanced scorecard in Swedish Law Enforcement. International Journal of Operations & Production Management 23: 1475–96.

Carrillo, Roxanna. 1993. Violence against women: An obstacle to development. In Women’s Lives and Public Policy: The International Experience. Edited by Meredeth Turshen and Briavel Holcomb. Westport: Greenwood Press, pp. 99–114.

Chen, Shun-Hsing, Ching-Chow Yang, and Jiun-Yan Shiau. 2006. The application of balanced scorecard in the performance evaluation of higher education. The TQM Magazine 18: 190–205.