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\title{Application of Organizational Effectiveness Model using Balanced Score Card for Security Forces in Kashmir Valley}
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             \author[1]{Gurvinder Pal  Singh}

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\date{\small \em Received: 3 February 2021 Accepted: 1 March 2021 Published: 15 March 2021}

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\begin{abstract}
        


The Kashmir valley in the Indian subco ntinent has been a bone of contention between India and Pakistan and has assumed importance due to its geostrategic location. The region provides vital link between China and Europe and the rest of the world. The OBOR (One Belt One Road) and CPEC (China Pakistan Economic Corridor) projects are a testimony to this. The valley has exquisite beauty and vast tourist potential but has been adversely affected due to violence and terrorist activities in addition to the border skirmishes between India and Pakistan. The economy and development of the region have been poorly affected.Indian security forces ar e deployed in large numbers and have a role in bringing the region to the path of peace and development. It is imperative that the security forces are effective, efficient and motivated in playing this role. A modern tool has been designed to measure the organizational effectiveness in the Kashmir valley.A questionnaire has b een designed based on organizational effectiveness model and Balanced Score card for its application to security forces in kashmir valley and a pilot study is being carried out to measure and test its efficacy.

\end{abstract}


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\let\tabcellsep& 	 	 		 \par
Abstract-The Kashmir valley in the Indian subcontinent has been a bone of contention between India and Pakistan and has assumed importance due to its geostrategic location. The region provides vital link between China and Europe and the rest of the world. The OBOR (One Belt One Road) and CPEC (China Pakistan Economic Corridor) projects are a testimony to this. The valley has exquisite beauty and vast tourist potential but has been adversely affected due to violence and terrorist activities in addition to the border skirmishes between India and Pakistan. The economy and development of the region have been poorly affected.\par
Indian security forces are deployed in large numbers and have a role in bringing the region to the path of peace and development. It is imperative that the security forces are effective, efficient and motivated in playing this role. A modern tool has been designed to measure the organizational effectiveness in the Kashmir valley.\par
A questionnaire has been designed based on organizational effectiveness model and Balanced Score card for its application to security forces in kashmir valley and a pilot study is being carried out to measure and test its efficacy. 
\section[{I.}]{I.} 
\section[{General}]{General}\par
he South Asian Region is one of the dangerous and unstable regions in the world. Two countries, India and Pakistan, are in conflict with several outstanding issues. One is the solution of the Kashmir problem. The prospects of this entire region is dependent upon the emerging and future relations between the two countries. China has also shown high stakes in the region. It has constructed OBOR and CPEC in the region which has added another dimension to the conflict. These three countries in the immediate neighborhood are nuclear and are at loggerheads for many reasons. This region could erupt as a starting point of nuclear war and other nations like the US and Russia having stakes also may jump in.\par
Thus this region holds utmost importance for India from strategic and military angle besides social, economic, and political issues. The Kashmir valley is surrounded by the high Himalayan ranges which make it an ideal supply and air base for the defense of India's Northern frontier. Kashmir due to its physical contiguity with India and Pakistan, its water resources, and physical access with the old silk route has a great geopolitical, economic, strategic and military importance for both countries. 
\section[{II.}]{II.} 
\section[{Organizational Effectiveness}]{Organizational Effectiveness}\par
Organizational effectiveness is the concept, of measuring the results, the organization intends to produce. Over a period of time, change has occurred in concepts about the nature and function of organizations and the evaluation criteria for measuring their effectiveness. The early management literature assumed that organizations were not specific in this function. For example,  {\ref Drucker (1985:17)} called management as "a generic function, which faces the same tasks in every country and society." The various theorists  {\ref (Barnard 1938;} {\ref Dessler 1982;} {\ref Drucker 1985;} {\ref Stoner 1978;} {\ref Davis et al. 1992}), advocated a core set of management functions applicable to all organizations for measuring organizational effectiveness. These basic functions include:\par
? Defining mission, objectives and goals of any organization.  
\section[{Balanced Score Card}]{Balanced Score Card}\par
The balanced scorecard is a system that is used extensively in all types of organizations to streamline business activities to the vision and strategy of the organization. It also aligns organization performance to strategic goals. It was originated by Dr Robert Kaplan (Harvard Business School) and Dr David Norton as a performance measurement framework. The balanced scorecard has now evolved into a full strategic planning and management system. The new balanced scorecard transforms an organization's strategy into a BSC ensures long term health of the organization does not suffer due to emphasis on short term gains. The BSC has been widely accepted in public and private organizations in spite of difficulty in execution which needs more research especially in public sector and security forces.\par
IV. 
\section[{Security Forces-Peculiarities}]{Security Forces-Peculiarities}\par
The Security forces comprising Army, Navy, Air Force, Para Military forces and Police are government organizations providing service to the public and nation at large. In a way, they are PSUs in the service sector. Though in uniform, they are providing service to the people and the nation. The security forces can also be termed as government, uniformed, service organizations.\par
Second, Security forces have predominance of human resource which is challenging to manage as compared to a business and commercial units. The unexpected and fast changing events dictate change in organizational priorities at a fast pace.\par
Third, the Vision, Mission and Strategy of these organizations are multiple and ambiguous, in comparison to single objective of profit making by business units. A high degree of flexibility is inherent and incorporated in their mission. As a routine, unexpected events happen all the time. The executives in the chain of command juggle conflicting and sometimes irreconcilable demands. In profit making commercial organizations, the things work on predicted lines.\par
Fourth, It is imperative that the security forces maintain near hundred percent readiness every minute, 24x7, 365 days. There is no compromise on this, and the results of slackness are catastrophic and heavy price paid in terms of casualties and national level embarrassment. 
\section[{V.}]{V.}\par
The Necessity of Performance Measurement for Security Forces Our Nation's security forces, must be continuously prepared to defend our national interests both from external and internal threats. A well conceived and aggressively executed performance evaluation is a necessity. There is a requirement of a management tool to assess force readiness that will provide the commander with the information needed. Though security forces have their own systems at place to measure its effectiveness and battle worthiness, an attempt has been made to develop a tool based on modern tools of management to measure the parameters of organizational effectiveness of security forces. This tool is designed on organizational effectiveness model based on the principles of Balanced Score Card to measure ability of the security forces to support the National Strategy and National interests.  
\section[{Review of Literature}]{Review of Literature}\par
Holland 1987. Efforts to measure organizational effectiveness are described as "ambiguous" in non profit organizations as compared with financial measures like profit or loss in other organizations. 
\section[{Tushman}]{Tushman}\par
and Nadler (1996) These Organizations also have highly effective learning systems. The composition of the teams and interse relationship is of high value in order to imbibe the changes in any form dictated by the circumstances.\par
Siciliano  {\ref (1997)}. Organizational Effectiveness is a combination of "social" and "financial" performance. The social performance is "Intangible". The challenge is to design parameters for measuring the intangibles.\par
Vision, according to Bennis and Nannus  {\ref (1997} {\ref ( , cited in Lynch 2000))}, have been defined as a "mental image of a possible and desirable future state of the Organization".\par
Herman and Renz (1998). In non profit organizations, other indicators are more impressionistic e.g., staff opinions about the work environment, relationships with the broader community, the quality of services, or the degree to which the organization is meeting its mission.\par
Rampersad  {\ref (2003)}. Organizational improvement involves a creative learning process based on strategic vision as well as new values and norms. These organizations have flexible attitude and outlook and are highly motivated to implement the Balanced Score Card.\par
Dhar (2005) Evolving a high performance culture requires systematically studying the relations between operations, behaviour and psychological drivers, and using the emotional energy of people to drive and direct change.  {\ref Kaplan and Norton (1996)} suggested that what was needed to measure performance was a structured methodology for continually linking an organization's Vision, Strategies \& Objectives with a set of predefined, quantifiable measurements. Each team needs to consider targets and feedback methods in the areas covered. In a means-end chain, the performance of each team (and each individual member) needs to accumulate into the goal achievement for the organization.  {\ref Kaplan and Norton (1996)}: Balanced Scorecard complements financial measures of past performance with measures of the drivers of future performance. The objectives and measures of the scorecard are derived from an organization's vision and strategy. The objectives and measures view organizational performance from four perspectives: financial, customer, internal business processes, learning and growth. These four perspectives provide the framework for the balanced scorecard.\par
Mac  {\ref Bryde, et al., (2014 m.)} In order to monitor change and transformations in organizations, it is essential to ensure that measures of BSC are aligned with strategic objectives and that the BSC is simple in design to implement in terms of number of measures and administrative steps.  {\ref Morgan (2007)} The organization is viewed as a mechanical body and the human behavioral aspect seemed to be ignored. The various independent elements of the organization are assumed to be interlinked together in a mechanical way which in fact is not true and the human aspect needs to be given due importance.\par
Evans, (2005); Sandkuhl et al.,  {\ref (2003);} {\ref Walker, (1996)}. It involves developing the Vision statement, which entails identifying key performance indicators, setting goals and targets and then to measure progress at each level.\par
The vision and strategy of the organization plays a vital role in implementation of the BSC in an organization. The mission and strategy are converted into tangible objectives and measures. These measures are the links between the strategy at the highest level and the operative actions at lower levels. Hence, the selection and monitoring of measures and targets is at the heart of BSC implementation. This process and action is primarily iterative, as each step gets revisited a number of times. As implementation of BSC takes place in a progressive way, issues surface and changes are required for refining and further develop the balanced scorecard.\par
Tonge and Callaghan  {\ref (1993)}. There is a growing similarity between the pressures of the public and private sectors in the implementation of BSC. and therefore a need to undertake BSC for government and public sector enterprises.  {\ref Chow et al., (1998)} The operating environment in public sector is far more complex as compared to the private sector. The BSC provides a clear focus for Singh and Bhandarkar (1990) provide a idea and way as to how a vision can result in excellence of a public sector Organisation.  {\ref Khandwalla (1992)}. Visions and missions can be powerhouses for exciting the imagination of stakeholders and earning their loyalty and commitment. When properly harnessed, the vision and mission of an Organisation may lead to excellence.\par
Waterman (1994) emphasized existence of a learning organization. A learning organization absorbs the effects and changes imposed by the implementation of Balanced Score Card better.\par
achieving organizational objectives even in the public sector also.\par
Olve,  {\ref Roy and Wetter (1999)}. Due to political short-termism the use of the Balanced Scorecard in public sector organizations is limited and subject to number of challenges.\par
Aidemark, (2001);  {\ref Bilkhu-Thompson, 2003;} {\ref Modell, 2004} The features of BSC have caught the interest of government and public sector enterprises which have to now meet top management's aims and objectives while showing performance in real terms.\par
Niven  {\ref (2002)}. If the focus is on customer perspectives rather than financial objectives. Then, the Balanced Scorecard adapts well to the public and non profit sectors.\par
Margarita,  {\ref (2008)} The major difference between the private organizations and public organisations is that the former is profit driven whereas the later is mission driven.\par
Mazumdar  {\ref (1995)} affirmed that the performance of public sector organizations owned by government is only two third as efficient as private sector enterprises.\par
Joshi,  {\ref (2001)}. The financial measures such as ROI, variance analysis, budgetary control were used extensively for performance evaluation and a very small use of surveys on customer satisfaction, supplier evaluation, and non financial measures was done .\par
Lovelock \& Gummesson, (  {\ref 2004}) There is an increase in the emphasis on servitization and the trend towards service-dominant logic of implementation of Balanced Score Card. Therefore the shift from the profit sector to non profit and service sector. 
\section[{a) Objective}]{a) Objective}\par
To measure the organisational effectiveness of security forces in the Kashmir valley by application of organizational effectiveness model. 
\section[{VIII.}]{VIII.} 
\section[{Research Methodology}]{Research Methodology}\par
The study is based on primary data collection with a sample size of thirty respondents.\par
The questionnaire has been developed using Organizational Effectiveness Model. The questionnaire used for the sample survey was a structured and nondisguised questionnaire.\par
The commanders in each of the forces were approached and explained the model to enable them to carry out the survey and capture the subordinates satisfaction, motivation, as well as organizational commitment.\par
A five point Likert scale was used to capture the responses ranging from strongly agree to strongly disagree. The different statements regarding opinion of balanced business scorecard and its effect on individual as well as organizational performance were generated based on literature review as well as expert opinion in an iterative manner.\par
It could be therefore said that the itemized scale in this case actually asks the respondents to respond to their opinions in a decreasing order of importance.\par
IX. 
\section[{Data Collection}]{Data Collection}\par
The study entailed data collection with the help of a well designed, structured questionnaire from middle level staff working for many years in each of these services. Data was collected by personally contacting the respondents and explaining in detail about the survey. A total of 30 personnel from different areas of the Kashmir valley were contacted for the response. The break up of which is given in  {\ref table}    \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.85\textwidth}}
Gurvinder Pal Singh\\
"Not everything that can be counted counts, and not everything\\
that counts can be counted." -Albert Einstein\\
"What gets measured, gets done,". -Peter Drucker\end{longtable} \par
 
\caption{\label{tab_0}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.0188539741219963\textwidth}P{0.028280961182994453\textwidth}P{0.7410659272951324\textwidth}P{0.015187923598274799\textwidth}P{0.01361675908810844\textwidth}P{0.004189772027110289\textwidth}P{0.005237215033887861\textwidth}P{0.019377695625385088\textwidth}P{0.003142329020332717\textwidth}P{0.0010474430067775723\textwidth}}
\tabcellsep \tabcellsep \multicolumn{3}{l}{Questionnaire}\tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \multicolumn{3}{l}{Variables With Responses}\tabcellsep \tabcellsep \\
\tabcellsep S no.\tabcellsep Variable\tabcellsep \tabcellsep \tabcellsep SA\tabcellsep A\tabcellsep N\tabcellsep D\tabcellsep SD\\
\tabcellsep 1\tabcellsep Factor 1: Organisation's Mission \& Goals\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \multicolumn{2}{l}{Satisfied with priorities and direction of organization}\tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 2\tabcellsep Feel part of team.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 3\tabcellsep Considered worthwhile in job.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 4\tabcellsep Consider future in job.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 5\tabcellsep Organization a family friendly place to work.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 6\tabcellsep Factor 2: Acceptance level of BSC\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep Targets in BSC helps achieve goals.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 7\tabcellsep Own targets and relate to them.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
36\tabcellsep 8\tabcellsep \multicolumn{2}{l}{Bsc-a tool to implement organizational strategies.}\tabcellsep \tabcellsep \tabcellsep \tabcellsep 37\\
Volume XXI Issue II Version I\tabcellsep 9 10 11 12 13 14\tabcellsep \multicolumn{3}{l}{Achievements of BSC helps in personal growth. Factor 3: Satisfaction level with Remuneration \& Benefits Benefits good than other organisations Pay good than other organizations. Comparison of pay within organisations Sufficiency of training. Personal policies make sense.}\tabcellsep \tabcellsep \tabcellsep Volume XXI Issue II Version I\\
( H )\tabcellsep 16 15\tabcellsep Factor 4: Leader-subordinate Relations Feelings about benefits within organization.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep below\tabcellsep ( H )\\
\tabcellsep \tabcellsep \multicolumn{2}{l}{Decisions of leaders concerning subordinates.}\tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 17\tabcellsep \multicolumn{2}{l}{Contact between leadership and subordinates.}\tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 18\tabcellsep \multicolumn{4}{l}{Descriptive Profile of Respondents (n=30) Leadership provides clear sense of direction.}\tabcellsep \\
\tabcellsep 19\tabcellsep Leadership respected by subordinates.\tabcellsep \tabcellsep \multicolumn{3}{l}{No of respondents 0}\\
\tabcellsep 20\tabcellsep New personnel given clear understanding.\tabcellsep \tabcellsep \tabcellsep 2 20\tabcellsep \\
\tabcellsep 21\tabcellsep \multicolumn{2}{l}{Factor 5: Subordinate's Motivation Levels Adequate opportunity about career progression}\tabcellsep Male 25\tabcellsep 08\tabcellsep \multicolumn{2}{l}{Female 05}\\
\tabcellsep 22\tabcellsep Motivated to stay due to benefits package\tabcellsep \multicolumn{5}{l}{Police-10; CPO-10; Defence-10}\\
\tabcellsep 23\tabcellsep \multicolumn{2}{l}{Confident that personal career objectives will be met.}\tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 24\tabcellsep \multicolumn{2}{l}{Factor 6: Subordinate's Commitment \& Enthusiasm}\tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep Leaders accountable for performance.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 25\tabcellsep \multicolumn{3}{l}{Longer people works, more one feels part of organization.}\tabcellsep \tabcellsep \\
\tabcellsep 26\tabcellsep Factor 7: Subordinates' Responsibility Levels\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep Responsible for setting own goals.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_3}}\end{figure}
 		 		\backmatter  			  				\begin{bibitemlist}{1}
\bibitem[28 Factor 8: Participative Leadership Consulteded by superiors before finalization of targets 29 Consult subordinates before finalizing their targets. 30 Factor 9: Need to change the format of BSC Given opportunity would like to change BSC thoroughly. 31 BSC just another mis statement]{b0}\label{b0} 	 		\textit{28 Factor 8: Participative Leadership Consulteded by superiors before finalization of targets 29 Consult subordinates before finalizing their targets. 30 Factor 9: Need to change the format of BSC Given opportunity would like to change BSC thoroughly. 31 BSC just another mis statement},  		 	 	 (Better idea of job responsibility after implementation of BSC. 32 Factor 10: Subordinates' Growth Opportunities Organization promotes competent people) 
\bibitem[Superior makes you feel important team member]{b1}\label{b1} 	 		\textit{Superior makes you feel important team member},  		 	 
\end{bibitemlist}
 			 		 	 
\end{document}