FACTORS INFLUENCING JOB SATISFACTION OF POLICE INSPECTORATE: A STUDY OF NUGEGODA POLICE DIVISION

FACTORS INFLUENCING JOB SATISFACTION OF POLICE INSPECTORATE: A STUDY OF NUGEGODA

POLICE DIVISION

A DISSERTATION BY B.S THARANGA KARIYAWASAM

SUPERVISED BY Dr A.HARINDA LAKMAL

Submitted in partial fulfilment of the requirement for the award of BSc Degree in Management

GENERAL SRI JHON KOTELAWALA DEFENCE UNIVERSITY 2013

DECLARATION

This dissertation contains no material which has been accepted for the award of any other degree or diploma in any University or equivalent institutions ,and that to the best of my knowledge and belief, contains no material previously submitted or written by any other  person except where due reference is made in the text of this research paper. I carried out the work described in this disserta d issertation tion under the supervisi superv ision on of o f Dr A.H Lakmal

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ABSTRACT

Throughout the world, it is accepted that job satisfaction is a reflection of what an employee feels about his job. job. Most people in employment, at some point in their lives, lives, experience a degree of satisfaction or dissatisfaction with their job. Moreover, they tend to be more satisfied with some aspects of their job than others. Job satisfaction is vital because it is directly or indirectly involved with personal and organisational wellbeing. This study is aimed to assess the factors influencing job satisfaction of the Police Inspectorate in the  Nugegoda Police division. The Police force is involved in citizens’ citizens’ affairs from from birth to death. In comparison to other organisations however, very little or no attempt is taken to evaluate the job satisfaction levels of Police officers. More than 85,000 Policemen are deployed island-wide in the country, yet it is not just the government but the Police Department itself that pays little attention to the levels of job satisfaction. Evaluation of job satisfaction is crucial; absence of this would result result in poor poo r performance and productivity that would eventually lead to an erosion of the reputation of the Po lice and public trust. Objectives of this study are to identify the factors that influence job satisfaction of the Police Inspectorate; to assess the satisfaction levels of the Inspectorate in the Nugegoda Police division and to offer alternative suggestions to raise and improve the satisfaction levels of the Police Inspectorate. In addition, the findings of this study would assist to develop job satisfaction levels of the Police Po lice officers and offer appropriate recommendations for its implementation. This study is carried out among officers of the Inspectorate of the Nugegoda Police division. The Nugegoda Police division comprises 13 Police stations and 1,692 Police officers belonging to various ranks who work for respective Police stations. The Inspectorate (the body of Inspectors) consists of Chief Inspectors, Inspectors and Sub Inspectors. There are 190 officers altogether in the Police Inspectorate. For the benefit of researching, it is easy to use officers belonging to the Inspectorate as they are considered First Level or Operational Level Managers. On the one hand, given that a large number of officers are involved, it is not practicable to take all the Police officers in Nugegoda Police division as population. population. On the other hand, the levels levels of education and the experience of most Police officers of the Inspectorate would assist to measure the criteria. Fifty Police

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officers have been selected as the research sample by using the method of judgmental sampling. This study is composed of a conceptual analysis of job satisfaction and an empirical research for the relationships between job satisfaction and a set of variables that include organisational, working environmental and personal factors. In reality those factors were operationalized grouping of 23 various indicato rs. In this research, the correlation between those indicators and the overall job satisfaction are measured. There are two hypotheses which hypothesize two relations between job satisfaction and those factors. By analysing the data collected from the sample of the Inspectorate of Nugegoda Police division, the level of relationship would be measured by using of IBM SPSS version 21 statistical  packages. The percentage and correlation coefficient analysis is used as tools of evaluation.

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ACKNOWLEDGEMENT

At the commencement of my project work I wish to express my deep gratitude to my research project advisor Dr A. Harinda Lakmal for his most valuable and inspiring guidance rendered throughout the course for my research project. His ideas and suggestions encouraged me to accomplish this project and make it a success. His immeasurable assistance to me for this research project will not be forgotten. I would also like to thank all the management faculty members who were a constant source of inspiration and encouragement.

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TABLE OF CONTENTS Page No Abstract

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Acknowledgement

iii

Table of contents

iv

CHAPTER 1 -

INTRODUCTION

1

1.1 INTRODUCTION

1

1.2 IDENTIFICATION OF THE RESEARCH PROBLEM

3

1.2.1 Research Questions

4

1.2.2 Objectives of The Research

4

1.3 CONCEPTUALIZATION

CHAPTER 2

4

1.3.1 Operationalization of Variables

5

1.3.2 Development of Hypotheses

6

1.4 RESEARCH METHODOLOGY

7

1.4.1 The Sampling Frame

8

1.4.2 Sampling Technique

9

1.4.3 Data Collection

9

1.4.4 Primary Data

9

1.4.5 Research Instruments

10

1.4.6 Secondary Data

13

1.5 SIGNIFICANCE OF THE RESEARCH MOTIVATION

13

1.6 SCOPE AND LIMITATIONS

13

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15

THEORETICAL EXPLANATION

2.1 REVIEW OF LITERATURE

15

2.1.1 Perspectives of Job Satisfaction

15

2.1.2 Importance of Job Satisfaction

21

2.1.3 Theories Relating To Job Satisfaction

24

2.2.FACTORS AFFECTING JOB SATISFACTION OF EMPLOYEES OF THE DEPARTMENT OF POLICE

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CHAPTER 3 -

2.2.1 Organisational Factors

29

2.2.2 Woking Environmental Factors

32

2.2.3 Personal Factors

34

DATA COLLECTION & ANALYSIS

37

3.1 ANALYSIS AND REPRESENTATION

CHAPTER 4

ANNEXURE

3.1.1 Demographic Characteristics of Respondents

38

3.12 Overall Job Satisfaction Level of The Sample

41

3.1.3 The Job Satisfaction Level of Organizational Factors of The Sample

42

3.1.4 The Satisfaction Level of Working Environmental Factors of The Sample

44

3.1.5 The Satisfaction Level of Personal Factors of The Sample

45

3.2 IDENTIFY RELATIONSHIP AMONG VARIABLES

47

3.2.1 Correlation Among the Factors

48

3.2.2 Average Score As Per A Question

49

3.3 HYPOTHESIS TESTING

52

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53

CONCLUSIONS & RECOMMENDATIONS

4.1 CONCLUSIONS

53

4.2 RECOMMENDATIONS

55

4.2 FURTHER RESEARCH SUGGETIONS

56

Appendix A

57

REFERENCES

62

BIBILIOGRAPHY

64

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LIST OF FIGURES Page No Figure 1.1

Model for Relationship between Job Satisfaction and Factors

5

Figure 1.2

Work Flow Diagram Of Research Methodology

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LIST OF CHARTS Page No Chart 3.1

Average Satisfaction Level

42

Chart 3.2

Average Satisfaction Level Of Organizational Factors

43

Chart 3.3

Average Satisfaction Level of Working Environmental Factors

45

Chart 3.4

Average Satisfaction Level of Personal Factors

46

Chart 3.5

Correspondence of Means of Independent and Dependent Variable

47

Chart 3.6

Average Scores and Questions

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LIST OF TABLES Page No 1.1

Factors and Indicators

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1.2

Strength of Nugegoda Division

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1.3

Rating Scale of The Survey

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3.1

Breakdown of the Total Strength and Inspectorate

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3.2

Gender Characteristics of Respondents

38

3.3

Age Groups of Respondents

38

3.4

Age Groups and Frequency

39

3.5

Distribution of Years of Service of the Sample

40

3.6

Average Overall Satisfaction

41

3.7

Descriptive Statistics of Average Overall Satisfaction

41

3.8

Average Organisational Factor

43

3.9

Descriptive Statistics of Average Organisational Factor

43

3.10

Average Working Environmental Factor

44

3.11

Descriptive Statistics Of Average Working Environmental Factor

44

3.12

Average Personal Factor

47

3.13

Descriptive Statistics Of Average Personal Factor

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3.14

Correlation Between Variables

48

3.15

Frequency Distribution Of Scores For The Each Answer

50

3.16

Correlation Between Average Job Satisfaction And First Level Indicators of Factors

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LIST OF ANNEXURES Page No APPENDIX-A

RESEARCH QUESTIONNAIRE

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CHAPTER-1

INTRODUCTION

1.1 INTRODUCTION TO JOB SATISFACTION

Job satisfaction is one’s feeling or state of mind regarding the nature of their work 1. The  job can be influenced by a variety of factors like the quality of one’s relationship with their supervisor, the quality of the physical environment in which they work and the degree of fulfilment in their work - pay, rewards, welfare etc. Positive attitudes towards a job are equivalent to job satisfaction whereas negative attitudes have been distinct in various forms from time to time. In short, job satisfaction is a person’s attitude towards their job. Job satisfaction is an attitude which results from a balancing and summation of many specific likes and dislikes experienced in connection with the job. Their evaluation may rest largely upon one’s successes or failures in the achievement of personal objectives and upon a  perceived combination of the job and the results obtained thereof. Job satisfaction is a n important indicator of how employees feel about their job and a predictor of work  behaviours such as, absenteeism, turnover and burnout. Job satisfaction benefits the organisation; these benefits include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force with higher

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Sharma, Satish C., and Priyanka Choudhary. “JOB SATISFACTION: IS IT TIME TO STAY OR LEAVE?”,  International Journal of Research in Economics and Social Sciences Volume 1, Issue 1 (October 2011)

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 performance and has been found to be a good indicator of longevity. Job satisfaction is not synonymous with organisational morale: the feelings of acceptance of a group of employees through adherence to common goals and confidence in desirability of these goals. Although there have been numerous studies on the effects of various factors on human  performance and job satisfaction, findings were often specific to particular private firms and institutions. There is none or very minimal research on the job satisfaction of the Sri Lankan Police Department. This study is aims to kindle those research studies in this respect. The study also addresses the problems and aspires to discover new insight into the important issues of job satisfaction levels in the Nugegoda Police division. The primary objective of this research is to investigate the relationship between job satisfaction, organisational factors, personal factors and environmental factors that affect productivity of Police officers. This research study is imperative, due to the fact that Sri Lanka Police Department is considered one of the biggest service organisation in the country. The methodology which is developed to address objectives of the research includes a questionnaire, survey, data collection and statistical analysis. Even if initially, for this research it is limited to small sample, it is expected to increase in sample size and obtain a realistic result of the state of job satisfaction.

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1.2 IDENTIFICATION OF THE RESEARCH PROBLEM

The issue of job satisfaction: what it is; why it is important; and what it brings, is the result of a great deal of research and opinion accompanied by a vast store of written material. However, the topic of job satisfaction lacks clarity and is so metimes controversial. Dantzker and Surrette (1996) points out that social scientists have shown considerable interest in job satisfaction for many industries, however they have failed to study job satisfaction in policing. Moreover, Dantzker and Surrette (1996) mentioned that since job satisfaction can affect the performance of the officer (thereby affecting the agency’s o verall effectiveness), agencies should put more focus on keeping their officers happy2. Due to this  possibility and the ever-changing environment of Police work, additional studies regarding  job satisfaction within the Police Department is needed. As a member of Police Inspectorate, The researcher’s personal experiences in relation to the job satisfaction lead to think and rethink about context of the job satisfaction. Before this research project, a pilot survey was conducted among ten Police officers from the Inspectorate of the Nugegoda Police division. Conducted by using a survey method, the officers were given a questionnaire based on five factors which led to job satisfaction. Those factors were salaries and incentives, promotions, working conditions and job security. By analysing the result it was revealed that the job satisfaction of the Inspectorate of Police officer was below average. It implies that there is an issue of job dissatisfaction among them.

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Dantzker, M. L., and M. A. Surrette. "The perceived levels of job satisfaction among police officers: A descriptive review." Journal of Police and Criminal Psychology 11 (1996): 7-12.

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1.2.1 Research Questions 

What are the factors that determine the satisfaction level of employees?



To what extent is the working environment of the Police Force helping to create job satisfaction?



What contributes to the employee satisfaction?

1.2.2 Objectives of the Research

The main objective of this research is to stud y job satisfaction of the Police Inspectorate and to identify key influential factors of job sat isfaction. Specific objectives of this study are as follows ►

To identify the factors and the levels that influence job satisfaction of the Police Inspectorate.

►

To assess the satisfaction level of the Inspectorate in the Nugegoda Po lice division.

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To study the methods of measuring job satisfaction of the Police Inspectorate

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To offer alternative suggestions to improve the satisfaction level of the Police Inspectorate

1.3 CONCEPTUALIZATION

There are a number of factors that influence job satisfaction. A number of research studies have been conducted in order to establish some of the causes that result in job sat isfaction. These studies have related a consistent correlation of certain variables with job satisfaction. These factors can be explained with the help of the following chart given below.

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ORGANIZATIONAL FACTORS

ENVIRONMENTAL FACTORS

JOB SATISFACTION

PERSONAL FACTORS

Figure 1.1 A Model for Relationship between Job Satisfaction and Factors

In this conceptual framework, there major factor variables and 23 first level indicators are identified. The relationship between the three variables and first level indicators is depicted above. The questionnaire will be based on those first level indicators in relation to each factor. Each indicator contains one or more questions. According to this conceptual framework, job satisfaction is the dependent variable here, and other factors are independent variables. Hypothesis testing will be carried out with respect to main three factors (second level) and job satisfaction would be conducted according to the above conceptual framework where four hypotheses are supposed to be generated. 1.3.1 Operationalization of Variables

Hypothesises would be tested through correlation coefficients, percentage analysis, graphs and other statistical tools. Independent and dependent variables are to be defined according to the following table. These indicators are derived on basis of theoretical explanation emanated from literature review and the experiences of the researcher. .

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Table 1.1 Factors and Indicators Organisational Factors Environmental Factors

Personal Factors

1. Salaries and Incentives

1. Intimidation By Others

1. Social Recognition

2. Promotions

2. Work Group

2. Interest

3. Policies

3. Working Conditions

3. Personal Growth

4. Rewards

4. Safety

4. Personality

5. Code of Discipline

5. Community Support

5. Service Experience

6. Nature of Works

Job Satisfaction

1.Overall Satisfaction

6. Level of Education

7. Autonomy 8. Job Security 9. Communication 10. Supervision 11. Welfare and Compensation

1.3.2 Development of Hypotheses

According the literature review, the proposed conceptual frame work and generating hypothesis is an important task of the research. Clarity and the practicability are the distinctive attributes of the hypothesis. According to the proposed conceptual framework following hypothesis were generated H 1.  The more favourable the indipedent factors are, the more job satisfaction Police

officers receive. H 2.  Organisational factors affect job satisfaction levels of Police officers more than the

other factors. By means of statistical analysis, these hypotheses are to be tested, for arriving at a conclusion pertaining to the research.

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1.4 RESEARCH METHODOLOGY

In simple words, research can defined as a systemized effort to gain new knowledge. A research is carried out by different methodologies which have their own pros and cons. Research is a systematic study with specific objectives based on relevant and controlled data, and that is useful in understanding the nature of selected system. We can also say that ‘Research is a careful search systematic investigation towards increasing the sum of knowledge. “Research Methodology” is the systematic way for solving research problem. Methodology is a way to study and solve problems alongside the logic behind them so that the end results of the research are capable of being evaluated. In short, research consists of formulating a hypothesis, collecting the facts regarding certain generalization for some formulation. According to Clifford Woody a research comprises defining and redefining problems, formulating hypothesis or suggested solutions: collecting, organizing and evaluating data: making deductions and reaching conclusions: and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. In research methodology, the various steps that are generally adopted to study the research  problem are analysed along with the logic behind them so that research results are capable of being evaluated. All research problems require their own special emphases and approaches since every research problem is unique in some ways. The research procedure is usually custom-tailored. The following work flow diagram summarizes the research methodology which is used here for the purpose of researching.

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Defining the problem

Formulating hyphotheses

Collecting data

Organsing and analysing data

Deduction, conculsion and recommendation

Figure 1.2 Work Flow Diagram of Research Methodology

1.4.1 The Sampling Frame

The sampling frame was constructed from Chief Inspectors (C.I), Inspectors (I.P) and Sub Inspectors (S.I). A list of the officers of the Police Inspectorate was t aken for the selection of the sample. The breakdown of the total strength of the Nugegoda division was as follows:

Table 1.2 Strength of Nugegoda Division

Ranks SSP/SP/ASP C.I I.P/W.IP S.I/W.S.I P.S/W.P.S/P.S.D P.C/P.C.D/W.PC Total

 Number 8 11 32 147 252 1242 1692

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1.4.2 Sampling Technique

In this research Judgmental Sampling was the selected technique to obtain sample o f Police officers because of its ease and cost-effectiveness. For this research, 50 Police officers representing the Inspectorate were selected. They were selected on the basis of their assignments, their relationship between researcher and respondents, experiences of respondents in various branches and fields to ensure that the responses have wide spectrum differentiation. 1.4.3 Data Collection

The task of data collection begins after the research problem has been de fined and research design chalked out. While deciding the method of data collection to be used for the study, the researcher should keep in mind two types of data viz. Primary and Secondary data. 1.4.4 Primary Data

The primary data is that which is collected afresh and for the first time and thus happens to  be original in character. The primary data is collected through well-designed and structured questionnaires based on the objectives. The most suitable approach for this study is the survey method. A Survey usually includes research instrument, sampling plans and contact methods. Primary data which has been collected used for statistical analysis and find the causes, and context for their attitudes.

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1.4.5 Research Instruments

There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert  scale (named after Rensis Likert).Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklists, and forced choice answers. This data is typically collected using an Enterprise Feedback Management (EFM) system. The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures one’s satisfaction in five facets: pay, promotions and promotion opportunities, co-workers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or can’t decide (indicated by ‘?’) in response to whether given statements accurately describe o ne’s job3. The Job in General Index is an overall measurement of job satisfaction. It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough o n work satisfaction in general. Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job

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Schneider, Benjamin, and Robert A. Snyder. "Some relationships between job satisfaction and organization climate." Journal of applied psychology 60.3 (1975): 318.

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satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face4. The questionnaire is the research instrument adopted for collecting data in this research. This questionnaire measures the extent to which participants were satisfied with their current jobs. Questionnaires can be a valuable tool for gathering data, especially from a large sample population, as they save time by allowing each individual to quickly provide responses of their views. Furthermore, questionnaires help to provide a rapid analysis and feedback to the occupational psychologist and more importantly they encourage objectivity  by guarantying total confidentiality to the participants. In this way individuals can give their views strongly without affecting relationships or even fearing that their responses may  jeopardise their career prospects. By using questionnaires as a method to gather data, the researcher is also encouraged to plan each question carefully beforehand and co nsider how the gathered information will be analysed. Last but not least, research bias can be checked in advance by piloting the questionnaire. The structured questionnaire which is used here, consists of closed ended questions. Questions are fabricated and modified in association with Job satisfaction survey, Minnesota satisfaction questionnaire and job description index. Each quest ion contains the five point Likert scale and according to them, those are rated. In this research this survey method is selected because it is very common and it is easy to analyse and interpret questions based on indicators. A questionnaire consists of a set of questions presented to the respondent for the purpose of obtaining their responses. The questionnaire is prepared

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Weiss, David J., Rene V. Dawis, and George W. England. "Manual for the Minnesota Satisfaction Questionnaire." Minnesota studies in vocational rehabilitation (1967).

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short and to the point. In this survey, the questionnaire is basically prepared within the following sectors on the basis provided by the theoretical explanation. ►

Organisational factor

►

Work environmental factor

►

Personal factor

►

Overall job satisfaction

In addition, there are some open-ended questions inquiring into matters relating to Police officers and soliciting their opinion to improve their job satisfaction. This qualitative data helps to determine proper recommendations to improve job satisfaction and gather data omitted from other Likert-scale question. These 23 indicators relating to selected factors have relevant questions to measure levels of satisfaction

and that includes overall job

satisfaction. It also includes single global rating questions on o verall satisfaction. There are 26 questions to obtain the result relevant to those questions for the purpose of evaluation. Each question contains five options - participating respondents are required to answer by ticking his option. Table 1.3

Rating Scale of the Survey

• Strongly agree: 5 • Agree: 4 • Neutral: 3 • Disagree: 2 • Strongly disagree: 1

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1.4.6 Secondary Data

The secondary data is that which has already been collected by someone else and passed through statistical process. The secondary data required for this research was collected through various newspapers, magazines, previous researches and Internet etc. Secondary was collected through from documents of Police office of Nugegoda, from various journals and internet resources. 1.5 SIGNIFICANCE OF THE RESEARCH MOTIVATION

The absence of any research relating to the job satisfaction Police officer was the main cause that drove the researcher to initiate this research. As a member of Inspectorate, the researcher also felt and observed that Police officers obsessed with saying that they were fed up with duty and wanted to leave the organization. In addition to that some Police officers are not much interested in doing their duty. This research is to find why Police officer from Inspectorate lack of interest for the duty, what t he level of their satisfaction is and what the influencing factors to, and how to increase job satisfaction by manipulating those factors. The result of this research can be used to get job done effectively and efficiently through the Police officers while achieving organizational goals. It is expected to have level of job satisfaction of Police Inspectorate without leaving those into oblivion. 1.6 SCOPE AND LIMITATION

There are some limitations, which affect the research. These limitations are: ►

Time and cost are major limitations.

►

Some of the respondents are reluctant to share information due to various reasons

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►

The study conducted is limited limited to the Inspectorate Inspectorate of the Nugegoda Police division division only because the bigger the sample, the more the reliability.( P racticable issues in relation to working with a large sample )

►

Due to the small sample size the significance level is lesser than the larger sample and this will affect the strongness correlation coefficient.

►

Spectrum of the duty of Police officers is higher than the co mmon mmon workers work ers and it is essential plan the research specifically and to be tailored to those fields because it is not easy to generalise the result for all police o fficers. fficers.

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CHAPTER-2

THEORETICAL THEORETICAL EXPLANATION

2.1 REVIEW OF LITERATURE 2.1.1 Perspectives of Job Satisfaction

One of the major assets of an organisation is the people that it employs. This is because a n effective organisation aims to involve good work performers. On the basis of the humane factor, humans deserved to be treated fairly with dignity. Job satisfaction is the manifestation of the positive consideration towards humanity. Not only  people but also animals are willing to receive rece ive satisfaction from what they are doing. Even E ven if the phenomena of job satisfaction emerged recently, it is an inherent primitive sense and satisfaction has an indivisible bond with life. When people have discussions about their occupation they always highlight the word “job satisfaction” satisfaction” knowingly know ingly or unwittingly. unwittingly. This topic came to the surface extensively after the Hawthorne studies conducted by Elton Mayo. The issue of “job satisfaction”  satisfaction”  and its importance brings with it a great deal of research and opinion accompanied by a vast store of written material. However, the topic of job satisfaction lacks clarity and is sometimes controversial. The ultimate result of job satisfaction will lead change in behaviour of the employee that affects the productivity of the organisation.

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Organ (1988) purported “when practising  practising  managers endorse the proposition that satisfaction causes performance, they are thinking that satisfied people are more willing to do little 'extras' either spontaneously or when requested, and in general are easier to work with in a day-to-day relationship5'' Let us just peer into into what scholars said about job satisfaction. Smith et al. (1969) suggested, “Job satisfaction is feelings or affective responses to facets of the situation6”. Porter, Lawler and Hackman (1975) argued that job satisfaction was determined by the difference between the amount of some valued outcome that a person received and amount of the outcome he felt he should receive. The most-used research definition definition of o f job satisfaction is by Locke (1976), who defined it as “. . . a pleasurable or positive emotional state resulting from the appraisal of one’s job or  job experiences”. Locke simply said said how the discrepancy between facts what an employee wanted in his job and what he had in his job worked as t he determinant of job satisfaction satisfaction7. Dawis and Lofquist (1984) defined job satisfaction as the result of the t he worker’s assessment of the degree to which the work environment fulfils the individual’s needs8. Griffin and Bateman(1986) debated that it is a global construct such specific facet of satisfaction as

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Murphy, Gregory, James Athanasou, and Neville King. "Job satisfaction and organizational citizenship behaviour: A study of Australian human-service professionals." Journal professionals." Journal of of Managerial Managerial Psychology Psychology 17.4  17.4 (2002): 287-297. 6  Tsigilis, Nikolaos, Athanasios Koustelios, and Aspasia Togia. "Multivariate relationship and discriminant validity  between job job satisfaction satisfaction and burnout." burnout." Journal  Journal of of Managerial Managerial Psychology Psychology 19.7  19.7 (2004): 666-675. 7  Fineman, Stephen. "Emotion and organizing." Studying organization: Theory and method  (1996):  (1996): 289-310. 8  Hawass, Hisham Hamid. "Uncovering the Pre-Dispositional Roots of Job Satisfaction."  BUSINESS  BUSINESS DYNAMICS DYNAMICS IN THE 21 st   CENTURY  (2012):  (2012): 113.

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satisfaction with the work, pay, supervision, benefits promotion opportunities, working conditions, co-workers and organisational practices9. Job satisfaction is simply how people feel about their job and different aspects of the job. It is the extent to which people like (satisfaction) or dislike (dissatisfaction). As it is generally assessed, job satisfaction is an attitudinal variable (Spector, 1997)10. Here, the concept that employee’s attitudes linked with job satisfaction is highlighted and Job satisfaction represents the cluster of a person’s attitude towards or about the job. According to Hugh J. Arnold and Daniel C., Job satisfaction is “The amount of overall positive affect (or feeling) that individuals have toward their jobs.” In  other words, it is an affective reaction to a job that results from the comparison of perceived outcomes with those that are desired11. Job satisfaction is simply defined as the affective orientation that an employee has towards his or her work (Price, 2001)12. According to the definition of Robbins, Odenadaal and Roodt (2003), the job satisfaction is an individual’s general attitude to his or her work. A person with a high job satisfaction holds positive attitudes towards their job and the one who is dissatisfied holds negative attitude towards their job13. Weiss (2007) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation, which are affect (emotion),  beliefs and behaviours. This definition suggests that we form attitudes towards our jobs by

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Parnell, John A., and Tarek Hatem. "Cultural antecedents of behavioural differences between American and Egyptian managers." Journal of Management Studies 36.3 (1999): 399-418. 10 Spector, Paul E. Job satisfaction: Application, assessment, causes, and consequences. Vol. 3. Sage, 1997. 11 Arnold, H.J. and Feldman, D.C. Organizational behavior. McGraw-Hill, 1986. 12 Chu, C‐I., et al. "Job satisfaction of hospital nurses: an empirical test of a causal model in Taiwan." International  Nursing Review 50.3 (2003): 176-182. 13 Organisational behaviour: global and Southern African perspectives. Pearson South Africa, 2003.

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taking into account our feelings, our beliefs, and our behaviours14. Shortly, job satisfaction describes the feelings, attitudes or preferences of individuals regarding work (Chen, 200 8). Khan (2006) reveals in his study that Hoppack brought Job satisfaction into the limelight. He observed Job satisfaction in the combination of psychological & environmental circumstances that causes a person to fully say, "I am satisfied with my job15" Rao (2005) revealed in his study that Job satisfaction refers to a person’s  feelings of satisfaction on the job, which acts as a motivation to work. It is not the self-satisfaction, happiness or self-contentment but the satisfaction of the job. According to him, there are four types of theories: Need Fulfilment Theory, Equity Theory, Two Factor Theory, and Discrepancy Theory16 Aswathappa (2003) opined that the Job Satisfaction of employees can be judged through the system of wage payment. Different organisation adapts different type of wage payment system. Along with wages and salaries organisations pay incentives, perquisites and nonmonetary benefits. According to him, he explained 3 theories of remuneration: A. Reinforcement and Expectancy Theory B. Equity Theory C. Agency Theory17

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Platsidou, Maria. "Trait emotional intelligence of Greek special education teachers in relation to burnout and job satisfaction." School Psychology International 31, no. 1 (2010): 60-76. 15 Rajat(2009) A CASE STUDY ON JOB SATISFACTIONOFEMPLOYEES < www.scribd.com/doc/18815043/JobSatisfaction-level-of-employees-of-company> (2013,June 06) 16 Ali, Nasir, and Zaki Akhtar. "Job status, gender and level of education as determinants of job satisfaction of senior secondary school teachers." Indian Journal of Social Science Researches 6.1 (2009): 56-59. 17 K. Aswathappa, Human Resource and Personnel Management –  Text and Cases, 4thEdition, The Mc Grow Hill Companies,New Delhi.(2008):.512 -514

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Velnampy (2008), in his study "Job Attitude and Employees Performance of Public Sector Organisations in Jaffna District, Sri Lanka" concluded that job satisfaction does have impact on future performance through job involvement, but higher performance also makes  people feel more satisfied and co mmitted. It is a cycle of events that is clearly in keeping with the development perspective. Attitudes such as satisfaction and involvement are important to the employees to have high levels of performance. The results of the study revealed that attitudes namely satisfaction and involvement, and performance are significantly correlated18. Brown, Forde, et. al. (2008), in their study "Changes in HRM and job satisfaction, 1998 –  2004: evidence from the Workplace Employment Relations Survey" examined that their significant increases in satisfaction with the sense of achievement from work between 1998 and 2004; a number of other measures of job quality are found to have increased over this  period as well. It also finds a decline in the incidence of many formal human resource management practices. The paper reports a weak association between formal human resource management practices and satisfaction with sense of achievement. Improvements in perceptions of job security, the climate of employment relations and managerial responsiveness are the most important factors in explaining the rise in satisfaction with a sense of achievement between 1998 and 2004. We infer that the rise in satisfaction with the sense of achievement is due in large part to the existence of falling unemployment during

18

Mallika, N., and Dr M. Ramesh. "Job Satisfaction in Banking: A Study of Private and Public Sector Banks."  International Journal of Management (IJM) 1.1 (2010): 111-129.

19

the period under study, which has driven employers to make improvements in the quality of work 19. Jain, Jabeen, et. al. (2007), in their study "Job Satisfaction as Related to Organisational Climate and Occupational Stress: A Case Study of Indian Oil" concluded that that there is no significant difference between managers and e ngineers in terms of their job satisfaction and both the groups appeared almost equally satisfied with their jobs. When the managers and engineers were compared on organisational climate, it was found that both the groups differed significantly. Managers scored significantly high on organisational climate scale than the engineers indicating that the managers are more satisfied due to the empowerment given to them20. Shah & Shah (2008), in their study "Job Satisfaction and Fatigue Variables" concluded that relationship between fatigue and Job Satisfaction variables which were found to be significantly negative. The study also found that fatigue is negative  predictor of Job Satisfaction. The study is clearly indicative of different issues for Call Centre employees in Indian context. There are different ON THE JOB and OFF THE JOB FACTORS leading to dissatisfaction and fatigue for them which were explored in this study. If fatigue can be reduced, job satisfaction can be increased by various innovative and encouraging strategies21.

19

Brown, Andrew, et al. "Changes in HRM and job satisfaction, 1998 – 2004: evidence from the Workplace Employment Relations Survey." Human Resource Management Journal  18.3 (2008): 237-256. 20 Jain, K. K., et al. "Job satisfaction as related to organizational climate and occupational stress: A case study of Indian Oil." International Review of Business Research Papers 3.5 (2007): 193-208. 21 Saleem, Rizwan, Azeem Mahmood, and Asif Mahmood. "Effect of work motivation on job satisfaction in mobile telecommunication service organizations of Pakistan." International Journal of Business and Management  5.11 (2010):  p213.

20

Shahu & Gole (2008), in their study "Effect of Job satisfaction on Performance: An Empirical Study" concluded that the companies that are lagging behind in certain areas of  job satisfaction and job stress need to be developed so that their employees show good  performance level. The found that performance level lowers with lower level satisfaction scores. The awareness program pertaining to stress and satisfaction is to be taken up in the industries to make them aware of the benefits of knowledge of stress and its relationship with satisfaction and achievement of goals of industries. Job Satisfaction is in regard to one's feeling or state-of-mind regarding the nature of their work. Job Satisfaction can be influenced by a variety of factors, e.g. the quality of one's relationship with their supervisors, the quality of the physical environment in which they work, degree of their fulfilment in their work etc.22 By going through vast literature, multi-fold definition for job satisfaction can be identified. The most important factor, however, is that job satisfaction is when it leads and employee. 2.1.2 Importance of Job Satisfaction

Job satisfaction in organisations has been receiving increasing attention because it reduces employee turnover, absenteeism, tardiness, and health setbacks due to stress. Workers who are satisfied at their workplaces show positive attitudes in their homes and make for a psychologically healthy society. Many of the studies on job satisfaction have  been done focusing on different economic sectors and perspectives such as agriculture, commerce, health education and other service sector. Job satisfaction is an important

22

Satisfaction, Employee Work, Work-Life Balance, and A. Pakistani. " INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS."  IJCRB (2010): 200.

21

indicator of how employees feel about their job and a predictor of work behaviour such as organisational, absenteeism, and turnover. Job satisfaction can partially mediate the relationship of personality variables and deviant work behaviour. Common research findings conclude t hat job satisfaction is correlated with lifestyle. This correlation has a reciprocal meaning in that the people who are satisfied with life tend to be satisfied with their jobs and the people who are satisfied with their jobs tend to be satisfied with their life. This is a vital piece of information because job satisfaction and job performance is directly related to one another. The study of the relationship  between job satisfaction and job performance has a controversial history. The Hawthorne studies, conducted in the 1930s, are often credited with making researchers aware of the effects of employee attitudes on performance. Shortly after the Hawthorne studies, researchers began taking a critical look at the notion that a “happy worker is a productive worker.” Most of the earlier reviews of the literature suggested a weak and somewhat inconsistent relationship between job satisfaction and performance. However, further research does not agree with this conclusion. Organ (1988) suggests that the failure to find a strong relationship between job satisfaction and performance is due to the narrow means often used to define job performance. Organ argued that when performance is defined to include important behaviours not generally reflected in performance appraisals, such as organisational citizenship behaviours, its relationship with job satisfaction improves.

22

Research tends to support Organ’s proposition in that job satisfaction correlates with organisational citizenship behaviours (Organ & Ryan, 1995)23. Gupta & Joshi (2008) concluded in their study that Job satisfaction is an important technique used to motivate the employees to work harder. It had often said that, "a happy employee is a productive employee." Job satisfaction is very important because most  people spend a major part of their life at their work place.24 Many researchers and administrators have noticed the importance of job satisfaction on a variety of organisational variables (Chu et al., 2003).It gives clear evidence that dissatisfied employees skip work more often and are more likely to resign while satisfied workers are likely to work longer with the organisation. Thus, the understanding of employee job satisfaction and its contributing variables are important for any organisation to exist and  prosper (Mrayyan, 2005)25. Accordingly, the main aim of this study was to identify components of job satisfaction and compare the job satisfaction level of Police officers working in the Nugegoda Police division. Investigated by several disciplines such as psychology, sociology, economics and management sciences, job satisfaction is a frequently studied subject in work and organisational literature. This is mainly due to the fact that many experts believe that job satisfaction trends can affect labour market behaviour and influence work, productivity,

23

Organ, Dennis W., and Katherine Ryan. "A meta ‐analttic review of attitudinal and dispositional predictors of organizational citizenship behavior." Personnel psychology 48.4 (1995): 775-802. 24 Saleem, Rizwan, Azeem Mahmood, and Asif Mahmood. "Effect of work motivation on job satisfaction in mobile telecommunication service organizations of Pakistan." International Journal of Business and Management  5.11 (2010):  p213. 25 Ward, M., and S. Cowman. "Job satisfaction in psychiatric nursing." Journal of Psychiatric and Mental Health  Nursing  14.5 (2007): 454-461.

23

work effort, employee absenteeism and staff turnover. Moreover, job satisfaction is considered a strong predictor of overall individual wellbeing (Diaz-Serrano and Cabral Vieira, 2005), as well as a good predictor of intentions or decisions of employees to leave a job (Gazioglu and Tansel, 2002)26. Beyond the research literature and studies, job satisfaction is also important in everyday life. Organisations have significant effects on the people who work for them and some of those effects are reflected in how people feel about their work (Spector, 1997). This makes job satisfaction an issue of substantial importance for both employers and employees. As many studies suggest, employers benefit from satisfied employees as they are more likely to profit from lower staff turnover and higher productivity if their employees experience a high level of job satisfaction. However, employees should also ‘be happy in their work, given the amount of time they have to devote to it throughout their working lives’ (Nguyen, Taylor and Bradley, 2003)27 2.1.3 Theories Relating to Job Satisfaction ►

Maslow’s Hierarchy of Needs Theory

Maslow’s hierarchy of needs theory, which was a motivation theory, laid the foundation for the job satisfaction theory. Maslow (1943) in this theory explained that people sought to satisfy five specific needs in life –  physiological needs, safety needs, social needs, self-

26

Abbas, S. M., Vandana Premi, and Anat Jyoti. "Job satisfaction in management faculties of a metropolitan and  proximate area: a study on private colleges." International Journal of Research in Commerce and Management  3.4 (2010). 27

 Nguyen, Anh Ngoc, Jim Taylor, and Steve Bradley. "Job autonomy and job satisfaction: New evidence." Unpublished doctoral dissertation, University of Lancaster, Lancaster  (2003).

24

esteem needs, and self-actualization. For example, Maslow’s need theory would say that  people would be happier in their jobs if their needs are met, but unhappy if their needs are not met. Some argued that this model served as the bedrock from which early researchers could develop job satisfaction theories28. ►

Affect Theory

This is one of the famous theories among the job satisfaction theories presented by Edwin A. Locke (1976). The theory stated that the inconsistency between what one had in his job and what one expected from his job would work as the determinant of job satisfaction. In addition to that, the theory said how one valued a particular aspect of the job (e.g. the degree of autonomy in a position) and how that moderated one’s satisfaction or dissatisfaction whether they were met or not29. ►

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s two-factor theory (Motivator Hygiene Theory) was supposed to explain satisfaction and motivation in the workplace. This theory chiefly inspired the o ther theories relating to job sat isfaction.30 Frederick Herzberg (1959) stated that satisfaction and dissatisfaction driven by various factors, which were called motivation and hygiene factors. Motivating factors are aspects of a job that drive employees to perform and thus provide people with satisfaction. These motivating factors are considered intrinsic to the job, or the work carried out, for example

28

Maslow, Abraham Harold. "A theory of human motivation."  Psychological review 50.4 (1943): 370.

29

Locke, Edwin A. "The Nature and Causes of Job Satisfaction1." (1976).

30

Herzberg, Frederick. The motivation to work . Transaction Publishers, 1993.

25

achievement in work, recognition, promotion opportunities, advancement, recognition, work itself, personal growth and responsibility. These motivators are considered to lead satisfaction. Nevertheless, lack of the presence of a motivator does not lead to dissatisfaction. Hygiene factors include aspects of the working environment such company policy, administration, supervision, pay, compensation, job security, working conditions, interpersonal relations and other working conditions which are considered as extrinsic factors. Their absence causes dissatisfaction but their presence does not result in positive satisfaction. ►

Dispositional Theory (Trait Theory)

This is a familiar theory relating to job satisfaction. The main concept of the this theory is that people have inherent dispositions and traits and these cause them to have tendencies towards certain levels of job satisfaction, irrespective of one’s job or what he is doing. This approach explained that job satisfaction tends to be stable over time and acro ss careers and  jobs. In addition, it revealed that identical twins have an equal level of job satisfaction. Later on, Timothy A. Judge (1998) proposed the Core Self-Evaluations Model by narrowing the sphere of the previous model. It was argued that there were four Core Selfevaluations namely, self-esteem, general self-efficacy, locus of control, and neuroticism, which enable people to reach job satisfaction. This model states that higher levels of selfesteem (the value one places on his/her self) and general self-efficacy (the belief in one’s own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her/his own life, as opposed to outside forces having 26

control) led to higher job satisfaction. Finally, lower levels of neuroticism lead to higher  job satisfaction.31 ►

Job Characteristic Theory

The job characteristics model (JCM) argues that jobs that contain intrinsically motivating characteristics will lead to higher levels of job satisfaction (Hackman & Oldham, 1976). Mostly this framework is used to evaluate a particular job characteristic that has an impact on the outcome of the job including job satisfaction.32 Five-core job characteristics define an intrinsically motivating job namely task identity, task significance, skill variety, autonomy and feedback. According to the theory, jobs that are enriched to provide these ore characteristics are likely to be more satisfying and motivating than jobs that do not provide these characteristics. More specifically, it is  proposed that the core job characteristics led to three critical psychological states-experienced meaningfulness of the work, responsibility for outcomes, and knowledge of results-, which, in turn, lead to outcomes such as jo b satisfaction33. ►

VIE Theory

This theory is derived from the Expectancy model o f Vroom by Porter and Lawler (1968). The expectancy theory says that individuals have different sets of goals and can be motivated if they have certain expectations. This expectancy theory is based upon three

31

Judge, Timothy A., et al. "Dispositional effects on job and life satisfaction: the role of core evaluations."  Journal of applied psychology 83.1 (1998): 17. 32 Hackman, J. Richard, and Greg R. Oldham. "Motivation through the design of work: Test of a theory." Organizational behavior and human performance 16.2 (1976): 250-279. 33

Parker, Sharon K., Toby D. Wall, and John L. Cordery. "Future work design research and practice: Towards an elaborated model of work design." Journal of occupational and organizational psychology 74.4 (2001): 413-440.

27

variables or beliefs that he calls Valence, Expectancy and Instrumentality. VIE theory says the product of these variables is the motivation and suggests that an employee’s beliefs about Expectancy, Instrumentality and Valence interact psychologically. In this way, they create a motivational force, such that the employee will act in a way that brings pleasure (e.g. Job Satisfaction) and avoids pain34. In addition to three basic components of valence, instrumentality, and expectance, this model incorporates abilities and traits, role perceptions, intrinsic and extrinsic rewards and the perceived equity of the rewards. There are many models relating to job satisfaction. However it is not difficult to identify those similar aspects and dissimilar aspects of those theories or models. In this research, a few selected factors most of which lead to job satisfaction are taken into account in relation to the Police Department. 2.2 FACTORS AFFECTING JOB SATISFACTION OF EMPLOYEES OF THE DEPARTMENT OF POLICE

According to the conceptual framework formed here, there are three independent variables and the one dependent variable which mutually correlate. Organisational factor, work environmental factor and personal factor are considered as independent variables while job satisfaction is the dependent variable. The following literature review rationalises first level indicators of the factors of the job satisfaction which are selected to the frame work and its relationship with job satisfaction.

34

Lawler III, Edward E., and J. Lloyd Suttle. "Expectancy theory and job behavior." Organizational Behavior and  Human Performance 9.3 (1973): 482-503.

28

2.2.1 Organisational Factors

Organizational factors relate to the various aspects of the organization including the structure, policies and control that affect directly or indirectly job satisfaction. ►

Salaries and incentives

Findings from several studies underline pay as one of the most important factors influencing one's level of job satisfaction. In a study conducted by Lawler (1971), pay has  been identified as a determinant factor as most employees rated it as the most influential factor related to job satisfaction 35. Furthermore, according to Herzberg (1959), it is likely that who are dissatisfied with their pay are also dissatisfied with their work.

►

Promotions

Employee perceptions about opportunity for promotion are also another determinant that influences job satisfaction. One survey found that a perceived lack of promotion opportunities was the strongest reason why federal employees left government service (U.S. Merit Systems Protection Board 1987).36

►

Policies

Policies relate to the working procedures and expected behaviour. This is an imperative factor which is in line with strategic management. There is a lot of controversy over the government institution policies. From time to time these are created as well as terminated.

35

Igalens, Jacques, and Patrice Roussel. "A study of the relationships between compensation package, work motivation and job satisfaction." Journal of Organizational Behavior  20.7 (1999): 1003-1025. 36 Durst, Samantha L., and Victor S. DeSantis. "The determinants of job satisfaction among federal, state, and local government employees." State & Local Government Review (1997): 7-16.

29

In comparison to other institutions, the Police Department is not in a position to go on strike against or reject them.

►

Rewards

Obtaining rewards for the Police Department is not an easy task, because firstly there should be commendable work or duty and supporting paperwork to obtain this. Job satisfaction is also correlated with factors such as the work itself or to the outcomes (such as the rewards for excellence and performance) directly derived from it such as the nature of employees' jobs, achievement of work, promotional opportunities and chances for  personal growth and recognition (Greenberg, 1986).37

►

Code of Conduct

Since the Police Department is expected to be a well-disciplined department strong actions against employees are a necessary correctional measure. The procedures of discipline inquiry however, should be impartial, fair and transparent. Therefore this is a very important indicator that relates to the job satisfaction of Police officers from various levels38.

►

Nature of Works

The  Nature of Work determines job satisfaction which is in the form of occupation level

and job content. Herzberg and his colleagues (1959) expanded Maslow’s work and argued

37

Chimanikire, P., et al. "Factors affecting job satisfaction among academic professionals in tertiary institutions in Zimbabwe." African Journal of Business Management  1.6 (2007): 166-175. 38

Krejèí, Pavel, Jaroslav Kvapil, and Jirí Semrád. "The relation between job satisfaction, job frustration and narcissism and attitudes towards professional ethical behavior among police officers."  Policing in central and Eastern Europe. College of Police and Security Studies, Slovenia (1996).

30

that whilst job factors such as recognition, achievement, responsibility, and the nature of work do influence job performance, other factors such as work environment and relations with supervisors determine employee satisfaction.

►

Autonomy

This can be defined as individual responsibility and control over the decision making  process. Autonomy is an important concern for employees’ job satisfaction. For example, Abdel-Halim (1983) investigated 229 supervisory and non-supervisory employees in a large retail drug company and concluded that individuals who had a high need for independence performed better and were more satisfied with high participation for nonrepetitive tasks39.

►

Job security

Job security has attracted a great deal of research interest in recent years. The importance of job security stems from the fact that it is vital for influencing work-related outcomes. Job security appears to be an important determinant of employee health (Kuhnert et al., 1989); for employee turnover (Arnold and Feldman, 1982); for job satisfaction and for organisational commitment (Ashford et al., 1989)40. Ashford et al., (1989) examined the impact of job insecurity on organisational commitment and job satisfaction and found that  job insecurity is leads to reduced satisfaction and commitment. There is also evidence where job insecurity led to reduced levels of job performance (Rosow & Zager, 1985).

39

Fung‐kam, Lee. "Job satisfaction and autonomy of Hong Kong registered nurses." Journal of Advanced Nursing  27.2 (1998): 355-363. 40

Ashford, Susan J., Cynthia Lee, and Phillip Bobko. "Content, cause, and consequences of job insecurity: A theory based measure and substantive test." Academy of Management journal  32.4 (1989): 803-829.

31

►

Communication

This includes communication that involves in spreading information in any direction within the organisation pertaining to job in terms of information of employee’s status, information on new developments, information on company line of authority, suggestion system, etc.  Noises of the communication may create stress among employees in some instances.

►

Supervision

This aspect assesses the job satisfaction that pertains to the relationship of the worker with his immediate superiors and the support of his supervisor, recognition of his efforts, fair treatment, and feedback. Supervision, as a factor, generally influences job satisfaction.

►

Welfare and compensation

This paramount factor affects job satisfaction as there is no eight-hour duty without risks. Therefore, death, accidents and disabilities are not unusual for the Police Department. Therefore welfare and compensation is also important for job satisfaction.41 2.2.2 Working Environmental Factors

This independent factor relates to the physical and social environment of the employee. Following first level indicators are regarded as component of working environmental factors in this study.

41

Igalens, Jacques, and Patrice Roussel. "A study of the relationships between compensation package, work motivation and job satisfaction." Journal of Organizational Behavior  20.7 (1999): 1003-1025.

32

►

Intimidation by others

The duty of Police officers is mostly influenced by senior officers and political authorities. By experience of the researcher it was found that this an irksome factor that significantly affects the job satisfaction levels of the Police officers while it increases the job stress simultaneously.

►

Work group

Having friendly and cooperative co-workers is a modest source of job satisfaction to individual employees. The working groups also serve as a social support system for employees. People often used their co-workers as sounding boards for their problems or as a source of comfort.

►

Work conditions

The employees desire good working conditions because these lead to greater physical comfort. Working conditions are important to employees because they can influence life outside of work. If people are working for long hours and / or overtime, they will have ver y little time left for their families, friends and recreation outside work.

►

Safety

Maslow (1954) suggested that human needs form a five-level hierarchy ranging from  physiological needs, safety, belongingness and love, esteem to self-actualisation. Therefore, this is a human need directly related to job satisfaction.42

42

Sahoo, Rashmita, and Anshuman Swain. " INTERNATIONAL JOURNAL OF MANAGEMENT RESEARCH AND  REVIEW." (2012).

33

►

Community support

This a paramount factor for job satisfaction of Police officers because the Police Department deals directly with the community. Without their support they cannot fulfil their objectives and goals. The community support may be given by people individually or  by collectively for various tasks such as crime prevention, peace building, negotiation and crime investigations. 2.2.3 Personal Factors

This is the third independent variable that we will consider in relation to job satisfaction. The first-level indicators of this variable are as follows. Components of this factors were selected on the basis of personal aspirations, behaviours and t heir personal competencies. ►

Social recognition

Herzberg et al. (1959) stated that (positive) satisfaction is due to good experiences, and that these are due to `motivators' - achievement, reco gnition, the work itself, responsibility and advancement. Dissatisfaction is due to bad experiences caused by `hygiene' factors supervisors, fellow workers, company policy, working conditions, and personal life.43

►

Interest

Work which is very interesting and challenging gives statu s and provides satisfaction to the employees when compared to work which is boring and monotonous. This interest is  personal and it relates to the persona of the employee.44

43

Knowles, Malcolm S. "Releasing the Energy of Others — Making Things Happen." Journal of management development  2.2 (1983): 26-35. 44

Judge, Timothy A., et al. "The job satisfaction –   job performance relationship: A qualitative and quantitative review."  Psychological bulletin 127.3 (2001): 376.

34

►

Personal growth

Spector (1997) suggested emphasising factors associated with the work itself or to o utcomes

directly derived from it, such as promotional opportunities, opportunities for personal growth, recognition, responsibility and achievement. These are the characteristics that  people find intrinsically rewarding.45

►

Personality

Some of the personality traits which are directly related to job satisfaction are selfassurance, self-esteem, maturity, decisiveness, sense of autonomy, challenge and responsibility. The higher the person is on Maslow’s needs hierarchy, the higher is the job satisfaction. This type of satisfaction comes from within the person and is a function o f his  personality. Accordingly, in addition to providing a healthy work environment, management must ensure that the employee is content with his own self and have a positive outlook.

►

Service experience

The length of service and the acceptance of seniority is another factor relating to job satisfaction. Most Police officers have the notion that the higher volume of service they have, the more recognition they have from the department and society46.

45

. Spector, Paul E. Job satisfaction: Application, assessment, causes, and consequences. Vol. 3. Sage, 1997. 46

George, Jennifer M., and Gareth R. Jones. "The experience of work and turnover intentions: interactive effects of value attainment, job satisfaction, and positive mood."  Journal of Applied Psychology 81.3 (1996): 318.

35

►

Level of Education

Dantzker accepted six variables tested in previous research to apply to the policing field. These six variables are age, gender, ethnicity, rank, years of service, and education (Dantzker, 1994). He also added four variables: required level of education, department size, change, and offer (Dantzker, 1994).47 The main objective of this research is to study job satisfaction of the Police Inspectorate and to identify key influential factors of job satisfaction. A few factors that mostly affect the job satisfaction of the members of the Police Department have been identified as determinants, which lead to job satisfaction in this dissertation according to hands-on experience of the author of this dissertation.

47

Dantzker, Mark L. "Issue for Policing-Educational Level and Job Satisfacation: A Research Note, An."  Am. J. Police 12 (1993): 101.

36

CHAPTER-3

DATA COLLECTION & ANALYSIS 3.1 ANALYSIS AND REPRESENTATION

After data has been collected, the researcher turns to the task of analysing it. The analysis of data requires a number of closely related operations such as establishment of categories, the application of these categories to raw data through tabulation and drawing statistical inferences. Tabulation is part of the technical procedure where classified data are presented in the form of tables. After analysing the data, the researcher should have to explain the findings on the basis of a given theory. It is known as interpretation. In this research, the data collected was analysed using the Statistical Package for Social Sciences (SPSS) version 21.0. Correlation coefficient and percentage analysis would be used as data analysis tool. The survey was conducted among the Inspectorate of the Nugegoda Police division. The  breakdown of the strength was as follows.

Table 3.1 Breakdown of the Total Strength and Inspectorate Ranks

Number of officers

SSP/SP/ASP

5

C.I

11

I.P/W.IP

32

S.I/W.S.I

147

P.S/W.P.S/P.S.D

252

P.C/P.C.D/W.PC

1245

Total

1692

190

37

The sample of fifty Police officers belong to the Inspectorate was identified through the  process of judgmental sampling. The questionnaire relating to the job satisfaction was administrated among them. Thirty out of fifty Police officers returned their questionnaire (refer to appendix 1) after the completion. Hence, the response rate was 60 %.

3.1.1 Demographic Characteristics of Respondents

According to demographic variables frequencies of respondents are presented in the following tables. Table 3.2 represents how the ranks of respondents are tabulated against the Gender. By observing it can be it can be identified that 16.7 % belong to the female gender while others belong to the male gender.

Table 3.2 Gender Characteristics of Respondents

Ranks

Total

Gender

Total

Female

Male

C.I

1

9

10

IP

3

8

11

S.I

1

8

9

5

25

30

38

Table 3.3 Age Groups of Respondents

Age group

Rank

Total

C.I

I.P

S.I

18-27

0

1

6

7

28-37

0

7

0

7

38-47

5

2

2

9

48-59

5

1

1

7

10

11

9

30

Total

Table 3.4 Age Groups and Frequency Age group Frequency Percent

Cumulative Percent

18-27

7

23.3

23.3

28-37

7

23.3

46.7

38-47

9

30.0

76.7

48-59

7

23.3

100.0

Total

30

100.0

Age groups according to ranks are represented for most of the officers from the age class of 38-47. In the table 3.4 the age range of most of the Police officers of the sample is “3847” and the ratio is 30% while other age group’s percentages become lesser. Therefore, it is observed that the majority of the content of the questionnaire would come from the age range of the “38-47”.

39

Table 3.5 Distribution of Years of Service of the Sample Years of service

Total

Ranks

Frequency

Percent

C.I

I.P

S.I

3

0

2

2

6.7

6.7

6

0

2

2

6.7

13.3

7

0

1

1

3.3

16.7

8

0

1

1

3.3

20.0

9

1

0

1

3.3

23.3

11

3

0

3

10.0

33.3

12

4

0

4

13.3

46.7

17

1

0

2

6.7

53.3

18

1

1

5

16.7

70.0

19

0

0

1

3.3

73.3

22

0

1

1

3.3

76.7

23

0

0

1

3.3

80.0

25

0

0

1

3.3

83.3

26

0

1

2

6.7

90.0

27

0

0

2

6.7

96.7

34

1

0

1

3.3

100.0

10

11

9

100.0

100.0

This table reveals that most of the respondent with 18 years of service contributed to the sample by 16.7%. The second highest contribution here is from the class of 12 years of service by 13.3%. It is clear therefore that the questionnaire was largely responded to by officers who have considerable volumes of service in the Police Department.

40

3.1.2 Overall Job Satisfaction Level of the Sample

According to the result of the questionnaire, based on a five point Likert type scale with responses ranging from strongly disagree (1) to strongly agree(5),the average score of overall job satisfaction is tabulated in the table. The questionnaire contains two general questions relating to the overall satisfaction of the job. The average score for the two questions has been taken as an average overall satisfaction level for each Police officer.

Table 3.6 Average Overall Satisfaction

Frequency

Percent

Table 3.7 Descriptive Statistics

Cumulative

 N= 30

Average overall satisfaction

Percent

1.00

7

23.3

23.3

1.50

13

43.3

66.7

2.00

6

20.0

86.7

2.50

2

6.7

93.3

3.00

2

6.7

100.0

Mean

1.6500

Median

1.5000

Mode

1.50

Std. Deviation

.55940

Variance

.313

Range

2.00

Minimum

1.00

Maximum

3.00

Sum

49.50

Percentiles Total

30

100.0

41

25

1.3750

50

1.5000

75

2.0000

3.5

   l   e   v 3   e    l   n   o    i    t 2.5   c   a    f   s 2    i    t   a    S    b1.5   o    j   e 1   g   a   r   e 0.5   v    A

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

ID No of Sample Chart 3.1 Average Job Satisfaction Level of the Sample

Inference

According to above table 93.3 % is below the benchmark rating scale of 3. Hence it implies 93.3 % of the sample is not satisfied with their jobs. It is inferred that their average score is below the benchmark of the satisfaction (3 of rating scale). 6.7% of the sample of Police Inspectorate shows neutral towards job satisfaction. The Standard Deviation (=.55940) seems small in number. Therefore, the overall job satisfaction level is almost the same among the Police officers in the sample.

3.1.3 The Satisfaction Level of Organisational Factors of the Sample

The average score of the organisational factors was obtained by calculating scores for 11 questions relating to satisfaction level of organisational factors for each officer of the sample.

42

Table 3.8 Average Organisational Factor

Frequency

Percent

Table 3.9 Descriptive Statistics

Cumulative

 N= 30

Average

Percent

organisational

1.18

1

3.3

3.3

1.36

3

10.0

13.3

Mean

1.9121

1.55

2

6.7

20.0

Median

1.9091

1.73

1

3.3

23.3

Mode

1.82

1.82

5

16.7

40.0

Std. Deviation

.32514

1.91

4

13.3

53.3

Variance

.106

2.00

4

13.3

66.7

Range

1.18

2.09

1

3.3

70.0

Minimum

1.18

2.18

3

10.0

80.0

Maximum

2.36

2.27

3

10.0

90.0

Sum

57.36

2.36

3

10.0

100.0

Percentiles

Total

30

100.0

factor

25

1.7955

50

1.9091

75

2.1818

3

   F  .    O    f 2.5   o    l   e   v 2   e    L   n   o1.5    i    t   c   a    f   s 1    i    t   a    S   e 0.5   g   a   r   e 0   v    A

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

ID No of sample Chart 3.2 Average Satisfaction Level of the Organizational factors

43

Inference

The level of 100 % of the average organisational factor variable is below the benchmark of satisfaction. Even if the score is fluctuating slightly it remains constantly beneath the  benchmark score of job satisfaction. The standard deviation and the variance are small and therefore the spreading of data is relatively less in comparison to the spreading data of overall job satisfaction. Therefore, the Police officers of the sample are not satisfied with the organisational factors and the satisfaction level of officers is almost same. 3.1.4 The Satisfaction Level of Working Environmental Factors of the Sample

The average score for the working environmental factor was calculated according to seven questions for five indicators (Intimidation by others, Work group, Working conditions, Safety, Community support.) contained in the questionnaire. By scoring the result of the environmental factors of the questionnaire the following result was acquired. Table 3.10 Average Working Environmental factor

Frequency

Percent

Cumulative

Table 3.11 Descriptive Statistics

 N= 30

Average

Percent

Environmental

1.71

1

3.3

3.3

1.86

1

3.3

6.7

Mean

2.5143

2.00

3

10.0

16.7

Median

2.4286

2.14

1

3.3

20.0

Mode

2.43

2.29

4

13.3

33.3

Std. Deviation

.40510

2.43

6

20.0

53.3

Variance

.164

2.57

4

13.3

66.7

Range

1.57

2.71

2

6.7

73.3

Minimum

1.71

2.86

3

10.0

83.3

Maximum

3.29

3.00

2

6.7

90.0

Sum

75.43

3.14

1

3.3

93.3

Percentiles

3.29

2

6.7

100.0

Total

30

100.0

44

factor

25

2.2857

50

2.4286

75

2.8571

3.5

   F  .    E    f 3   o    l   e 2.5   v   e    L   n 2   o    i    t   c   a1.5    f   s    i    t   a 1    S   e   g   a0.5   r   e   v    A 0

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 ID No of Sample

Chart 3.3 Average Satisfaction Level of Environmental Factors of the Sample

Inference

According to the result 83.3 % of the sample was not satisfied with the level of working environmental factor. 6.7 % of the sample displays neutral toward the working environmental factor. But 10% of the sample is satisfied with the environmental factors. Satisfied Police officers of the sample are small in comparison to unsatisfied Police officers.

3.1.5 The Satisfaction Level of Personal Factors of the Sample

For the purpose of collecting data, there are six questions in the administrated questionnaire under the section of environmental factors and average score for each Police officer was taken as average satisfaction level of personal facto rs.

45

Table 3.13 Descriptive Statistics

Table 3.12 Average Personal Factor

Frequency

Percent

Cumulative

 N= 30

Average

Percent

 personal factor

2.00

1

3.3

3.3

Mean

3.0167

2.17

2

6.7

10.0

Median

2.9167

2.33

3

10.0

20.0

Mode

2.83

2.50

2

6.7

26.7

Std. Deviation

.59749

2.83

7

23.3

50.0

Variance

.357

3.00

4

13.3

63.3

Range

2.00

Minimum

2.00

3.17

2

6.7

70.0

Maximum

4.00

3.50

3

10.0

80.0

Sum

90.50

3.67

1

3.3

83.3

Percentiles

3.83

1

3.3

4.00

4

13.3

Total

30

100.0

25

2.5000

86.7

50

2.9167

100.0

75

3.5000

4.5

   F  .    P 4    f   o    l 3.5   e   v   e 3    L   n2.5   o    i    t   c 2   a    f   s    i    t 1.5   a    S 1   e   g0.5   a   r   e 0   v    A

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

ID No of Sample Chart 3.4 Average Satisfaction Level of Personal Factors

Inference

50 % of the sample is dissatisfied with personal factors while 36.6 % of the sample is satisfied with personal factors. 13.3 % of the sample indicates neutral towards personal factors. The highest rate of satisfaction is indicated for personal factors. This factor shows

46

highest range (= 2), highest standard deviation and highest variance (=.357) among the factors relating to the job satisfaction.

3.2 IDENTIFY RELATIONSHIP AMONG VARIABLES

In the following chart, how independent factors and the dependent factor correspond is depicted for the purpose of representation. Accordingly the way those lines represent at some points reflect those variables on parallel movement of lines. Therefore, it is deduced to some extent that there is a positive relationship among those variables.

Correspodence of Means of Variables 4 3.5 3 2.5 2 1.5 1 0.5 0         1         2         3         4        5         6        7         8         9         0         1         2         3         4        5         6        7         8         9         0         1         2         3         4        5         6        7         8         9         0         d         d         d         d         d         d         d         d         d         1         1         1         1         1         1         1         1         1         1         2         2         2         2         2         2         2         2         2         2         3         i         i         i         i         i         i         i         i         i         d         d         d         d         d         d         d         d         d         d         d         d         d         d         d         d         d         d         d         d         d         i         i         i         i         i         i         i         i         i         i         i         i         i         i         i         i         i         i         i         i         i

Means of Organizational Factors

Means of Environmental Factors

Means of personal Factors

Means of Overall Job Satisfacation

Chart 3.5 Correspondence of Means of Independent and Dependent Variable

47

3.2.1 Correlation among the Factors

To find a relationship, SPSS v 21 was used and the following correlation matrix was obtained. Table 3.14 Correlation Between Variables Overall Satisfaction mean

Overall

Pearson Correlation

Satisfaction

Sig. (2-tailed)

mean

 N

Organisational

1

Organisational factor mean

Working environment Factor.

Personal factor mean

.282

.202

.216

.131

.284

.252

30

30

30

30

Pearson Correlation

.282

1

.171

.180

factor

Sig. (2-tailed)

.131

.365

.341

mean

 N

Working

30

30

30

30

Pearson Correlation

.202

.171

1

.204

environment

Sig. (2-tailed)

.284

.365

Factor.

 N

30

30

30

30

Personal factor

Pearson Correlation

.216

.180

.204

1

mean

Sig. (2-tailed)

.252

.341

.279

30

30

30

 N

.279

30

The following observations can be viewed in this matrix. There is a positive correlation  between Overall Satisfaction and the independent factors, viz. organisational factors, working environmental factors and personal factors. Even if, significant levels of this correlation are not available this would be approached by using a larger sample than this E.g. N= 120.According to the obtained correlation coefficient can be sorted out in ascending order. Working environment factor (.202)  > Personal factor (.216) >Organisational factor (.282)

48

3.2.2 Average Score as per a Question 6.00 5.00    e 4.00    r    c    o    S    e    g 3.00    a    r    e    r    v    A2.00

1.00 0.00 1

2

3

4

5

6

7

8

9

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Question Number

Chart 3.6 Average Score as per a Question

This figure indicates how each question obtains the average score in the questionnaire. According to the questionnaire, 19.2 % out of the questions, Police officers of the sample responded satisfactorily. The rest, 80.8% out of the questions received unsatisfactory responses. Question number E13, E14, P22, P23 did receive positive answers for questions. E13, E14 that inquired about the indicators of work group of the environment factor. Most of the Police officers of the sample were satisfied with their work group. Question P22 inquired about the opinion of the personality of the Police officers and question P23 inquired about the service experience. So a considerable number of Police officers were satisfied with the acceptance they received for the above indicators. The table depicted  below will display the average score for each question. Most Police officers were more satisfied with personal factors than the other factors. In any event, some officers of the sample were also satisfied with some environmental factors.

49

Table 3.15 Frequency Distribution of Scores for Each Answer Frequency

Missing Total

Percent

Valid Percent

Cumulative Percent

1.27

1

3.7

3.8

3.8

1.50

1

3.7

3.8

7.7

1.67

1

3.7

3.8

11.5

1.70

2

7.4

7.7

19.2

1.73

2

7.4

7.7

26.9

1.77

1

3.7

3.8

30.8

1.80

1

3.7

3.8

34.6

1.83

1

3.7

3.8

38.5

1.87

1

3.7

3.8

42.3

1.93

1

3.7

3.8

46.2

2.00

1

3.7

3.8

50.0

2.03

1

3.7

3.8

53.8

2.10

1

3.7

3.8

57.7

2.17

1

3.7

3.8

61.5

2.30

2

7.4

7.7

69.2

2.37

1

3.7

3.8

73.1

2.63

1

3.7

3.8

76.9

2.80

1

3.7

3.8

80.8

3.07

1

3.7

3.8

84.6

3.33

1

3.7

3.8

88.5

3.63

1

3.7

3.8

92.3

4.20

1

3.7

3.8

96.2

4.73

1

3.7

3.8

100.0

Total

26

96.3

100.0

System

1

3.7

27

100.0

50

Table 3.16 Correlation between Average Job Satisfaction and First Level Indicators of Factors. Correlations Organisational factors Question number

1.

Salaries and incentives

1

.178

2.

Promotions

2

.053

3.

Policies

3

.201

4.

Rewards

4

-.062

5.

Code of discipline

5

.203

6.

Nature of works

6

.037

7.

Autonomy

7

.065

8.

Job security

8

.091

9.

Communication

9

-.075

10. Supervision

10

.371*

11. Welfare and compensation

11

.027

12

-.195

13,14(R)

.062

15

.189

16,18

.135

17

.373*

1. Social recognition

19

-.094

2. Interest

20

.277

3. Personal growth

21

.181

4. Personality

22

.096

5. Service experience

23

.216

6. Level of education

24

.046

Environmental factors 1. Intimidation by others 2. Work group 3. Working conditions 4. Safety 5. Community support

Personal factors

This table explains how those factors and their indicators correlate with average job satisfaction. Most of the correlation coefficient can be observed as positive but there are those that are weak. There are negative correlation coefficients between the average job satisfaction levels and rewards, communication, intimidation by others or social recognition.

51

3.3 HYPOTHESES TESTING

Hypothesis 1: “The more favourable the factors are the more satisfaction Police officers

receive.”  According to the correlation coefficient between average job satisfaction and average organisational factors is 0 .282, a positive number. According to the correlation coefficient between average job satisfaction and working environmental factors the result is 0. 202, a positive number. According to the correlation coefficient between average job satisfaction and average personal factors, the result is 0. 216, a positive number. Average organizational factors, Average personal factors and Average working environmental factors are positively correlated to average job satisfaction in accordance with the result obtained here. Therefore it can be concluded that the above hypothesis is correct because above facts  provide reasonable evidence in favour of the above hypothesis. Hypothesis 2: “The organisational factors affect the job satisfaction of Police officers more

than the other factors.” Working environment factor (.202) > Personal factor (.216) > Organisational factor (.282) Hence, as per the correlation coefficient, organisational factors have a relatively strong relationship with the average job satisfaction levels than the other factors. Hence. This result supports and provides proofs this hypothesis to be correct.

52

CHAPTER-4

CONCLUSIONS & RECOMMENDATIONS

4.1 CONCLUSIONS

This study examines determinants of job satisfaction of the Inspectorate of the Nugegoda Police division. It is believed that this study contributes to the understanding of job satisfaction and how it relates to key deter minants of job satisfaction. The findings suggest that organisational factors are relatively stronger contributors of job satisfaction among officers than personal and working environmental factors due to the higher rate of correlation coefficient. Extensive literature reveals that job satisfaction is dependent on organisational, working and environmental aspects. In the case of job satisfaction aspects of the Po lice Department should perceive organisational factors as indispensable set of factors to determine their satisfaction levels. The employees have also significant inclinations towards optimistic  personal factors. Most of the respondents selected were generally dissatisfied with their jobs, resulting in a negative attitude towards delivery of work. Dissatisfaction mainly emanated from inadequate salaries, allowances, policies, working condition, intimidation by others  personal growth, safety, community support, code of discipline, supervision, interest,  personal growth or service experience. However some factors such as rewards, nature of 53

work, autonomy, promotions, job security, work group, social recognition personality and level of education, welfare and compensation did not affect job satisfaction to a significant degree. One of the major findings of this study is that determinants/variables have a different e ffect rate on job satisfaction  –   characteristics similar to private organisations. Conversely, if similar organisations have the same level of employee job satisfaction, the effect rate of determinants of job satisfaction can change. On the other hand, o ne of the interesting results of this study is that a very small relation exists between job satisfaction and “promotion, rewards and work groups”. This finding is not consistent with some previous researches. It is possible that employees may not anticipate the prospects of promotion, rewards  procedures and work group relationship due to the bureaucratic/political subjugating structure of this organisation. Another possible explanation of this finding may be the low reliabilities placed on factors related to promotion variables. Due to the frustration some officers adopt a fatalistic attitude and do not uphold much hope. Even if this phenomenon seems interesting this type of employee does not contribute to the levels of productivity in the Police Department. This has happened due to the absence of planned career development or management plan along. Moreover, no standard performance evaluation system, performance based promotions and other benefits are blunders in the system. The open-ended questions of the questionnaire suggested, that they are strongly dissatisfied with political influence on the Police Department. The officers become vulnerable as their collective bargaining efforts are constrained because due to constitutional provisions. This has been a contributing factor resulting in the marginalisation of the Police Department. 54

Theoretically even if the communication approach w ithin the Police Department is assumed to be two-directional, in reality it is a single-direction one. In practice, only top-to-bottom communication is observable. Training and attitudinal development is the other paramount issue which helps Police officers to develop attitudes, knowledge and skills. This issue exerts an important influence on society. Public relations are an important subject pertaining to the role of the Policing and Police Officers and a necessity to develop this is highlighted. 4.2 RECOMMENDATIONS

All in almost 100 % of Police officers of the sample are not satisfied with their job. The rate of satisfied Police officers has been dissimilar according to the factors which were considered. Authorities of the Police Department must first pay attention to get higher scores for organisational factors; negligence of this situation will result in a critical situation. The Police Department is the most influencing organisation of the Sri Lankan peop le from  birth to death. It is presumed that the findings of this research may be controversial. The Government and other authorities have for a long period, remained silently detached on this issue and sadly, not one iota of consideration has been provided to address this issue. Right up to the present, there has been absolutely no research undertaken in the Police Department in relation to Police Officers.

55

Additionally, there is a telling need to apply these types of researches in all organisations frequently to investigate the prevailing atmosphere and prepare for contingencies that can arise in the area of human resources. Finally, it is recommended that further works of research (e.g. relationship of demographic factors and job satisfaction of Police officers) are compulsory for academics to analyse the relationship between job satisfaction and other variables in order to obtain higher/satisfactory results. In order to improve job satisfaction levels, a ll factors relating to job satisfaction should be developed. Since it seems a complicated and daunting task, the responsible authorities are inherently hesitant. In conclusion, it must be said that even if this task takes a long time and if vast resources have to be mobilised, the need fo r a strategic road map to achieve job satisfaction is definite. 4.2 FURTHER RESEARCH SUGGETIONS

Within period of researching, it is observed that there is another research topic for job  performance and the job satisfaction of Police officers. Because this topic is also in limbo and up to this point and none is conducted in this area in Police Department. Absence or negligence of standard performance evaluation system in Police Department is a great defect in the system like what other public organizations have. The connection of job satisfaction and motivation in Police Department is another research area relating to this. However, the common attribute of this research areas is that these are greatly untouched.

56

Appendix A

Job Satisfaction Survey of Inspectorate of Nugegoda Police Division Instructions: please take a couple of minutes and answer the following questions frankly. Your anonymity will be secured.

Part- 1 General Information

Age Group: (18-27), (28-37), (38-47), (48-59). (Underlined the preferred choice) Educational level: (G.C.E O/L), (G.C.E A/L), (graduate level). (Underlined the preferred other qualifications)

Sex:

________________________

Rank: _____________________________ Branch/section: ________________________ Years of the Service: ______________________ Police station: __________________________________ Civil status__________________________ Relations in the Police service __________________________ Reasons for selecting the Police service for your employment 1__________________________ 2__________________________ Part -2 For the following questions, please check the box t hat best describes your assessments: Instruction Rating scale of survey: Kindly follow the following categories: • Strongly agree : 5 • Agree : 4 • Neutral : 3 • Disagree : 2 • Strongly disagree: 1

57

ORGANISATIONAL FACTORS

Strongly

Agree

Neutral

Disagree

agree

Strongly

(score)

disagree

1. I am satisfied with my current wages and incentives and My salary is fair comparing to other staff in other similar organisation with the same level of r esponsibility. 2. I have fair opportunities for promotions. 3. Departmental rules and regulation and its implementations make a good job difficult. 4. I do not believe that I am adequately rewarded by the department and it has quick procedures for granting reward 5. Code of discipline is encouraging higher professional standards of members of the Police Department. 6. My nature of work properly and formally defined. 7. I am satisfied with the autonomy granted me to perform my duties. 8. I have positive perception regarding the job security and no fear of dismissal in jeopardy. 9. I get all information about the events and affairs of the Police Department that have an effect on my work 10. My superiors fairly treat me and I have opportunities to contribute in taking decisions. 11. I am satisfied with the welfare and compensation provided by the department for my family and me

ENVIRONMENTAL FACTORS

Strongly agree

12. I am illegally not intimidated by politicians or superiors. 13. My work group is very cooperative. 14. There is too much disagreement and fighting at work. 15. My working condition is conducive to work. 16. Health and safety of the members of Police Department is not highly considered by the higher authorities.

58

Agree

Neutral

Disagree

Strongly disagree

(score)

17. Police Department is not well supported by the community. 18. Some of the duties have to be carried out may threat to the life of the Police officers.

PERSONAL FACTORS

Strongly

Agree

Neutral

Disagree

agree

Strongly

(score)

disagree

19. I have respectable social recognition due to the job and the role. 20. I am interested with the duties vested in me. 21. I feel that working for the Police Department will lead to the kind of future I want. 22. Good personality has been accepted for working as a Police officer 23. My Service experience has not been considered as an influential factor to take effective decision. 24. My level of education is considered for a vital aspect for promotions and deployments.

OVERALL SATISFACTION

Strongly agree

25. Any friend of mine gets an offer from the Police Department I would say this i s a good department for working or taking the job. 26. All in all, I am satisfied with my job.

59

Agree

Neutral

Disagree

Strongly disagree

(score)

I) If you have, any Additional Comments you can explain the reasons behind your answers to these questions. (If you have no additional comments; please draw an X across these lines. If you need more space, feel free to use the back of this page). -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------2) What are the appropriate measurements to be carried out to enhance your job satisfaction according to your opinion?(If you have no additional comments, please draw an X across these lines. If you need more space, feel free to use the back of this page). -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------3) What are the factors that you most dislike and like about your job in addition to abovementioned facts? (It is not contradicted to what you have accepted above)

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

60

Subscale of Ratings

Organisational Factors

Environmental Factors

Personal Factors

1. Salaries and incentives

1

1. Intimidation by others

12

1.Social recognition

19

2. Promotions

2

2. Work group

13,14(R)

2.Interest

20

3. Policies (R)

3

3. Working conditions

15

3.Personal growth

21

4. Rewards(R)

4

4. Safety

16,18

4.Personality

22

5. Code of discipline

5

5. Community support

17

5.Service experience(R)

23

6. Nature of works

6

6.Level of education

24

7. Autonomy

7

8. Job security61

8

9. Communication

9

10. Supervision

10

11. Welfare and compensation

11

Overall satisfaction

25,26

61

REFERENCES Books o o

o

o

o

o o

o o

Arnold, H.J. and Feldman, D.C. Organizational behavior. McGraw-Hill, 1986 Fineman, Stephen. "Emotion and organizing." Studying organization: Theory and method  (1996): 289310 Hackman, J. Richard, and Greg R. Oldham. "Motivation through the design of work: Test of a theory." Organizational behavior and human performance 16.2 (1976): 250-279. K. Aswathappa, Human Resource and Personnel Management –  Text and Cases, 4th Edition, The Mc Grow Hill Companies,New Delhi.(2008):512 -514 Lawler III, Edward E., and J. Lloyd Suttle. "Expectancy theory and job behavior." Organizational  Behavior and Human Performance 9.3 (1973): 482-503. Locke, Edwin A. The Nature and Causes of Job Satisfaction. (1976). Organ, Dennis W., and Katherine Ryan. "A meta ‐analttic review of attitudinal and dispositional  predictors of organizational citizenship behavior." Personnel psychology 48.4 (1995): 775-802. Organisational behaviour: global and S outhern African perspectives. Pearson South Africa, 2003 Spector, Paul E. Job satisfaction: Application, assessment, causes, and consequences. Vol. 3. Sage, 1997.

Journals and newspapers o

o

o

o

o

o

o

o

o

o

o

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Abbas, S. M., Vandana Premi, and Anat Jyoti. "Job satisfaction in management faculties of a metropolitan and proximate area: a study on private colleges." International Journal of Research in Commerce and Management  3.4 (2010). Ali, Nasir, and Zaki Akhtar. "Job status, gender and level of education as determinants of job satisfaction of senior secondary school teachers." Indian Journal of Social Science Researches 6.1 (2009): 56-59.. Ashford, Susan J., Cynthia Lee, and Phillip Bobko. "Content, cause, and consequences of job insecurity: A theory-based measure and substantive test." Academy of Management journal  32.4 (1989): 803-829. Brown, Andrew, et al. "Changes in HRM and job satisfaction, 1998 – 2004: evidence from the Workplace Employment Relations Survey." Human Resource Management Journal  18.3 (2008): 237-256. Chimanikire, P., et al. "Factors affecting job satisfaction among academic professionals in tertiary institutions in Zimbabwe." African Journal of Business Management  1.6 (2007): 166-175. Chu, C‐I., et al. "Job satisfaction of hospital nurses: an empirical test of a causal model in Taiwan."  International Nursing Review 50.3 (2003): 176-182. Dantzker, M. L., and M. A. Surrette. "The perceived levels of job satisfaction among Police officers: A descriptive review." Journal of Police and Criminal Psychology 11 (1996): 7-12. Dantzker, Mark L. "Issue for Policing-Educational Level and Job Satisfacation: A Research Note, An."  Am. J. Police 12 (1993): 101. Durst, Samantha L., and Victor S. DeSantis. "The determinants of job satisfaction among federal, state, and local government employees." State & Local Government Review (1997): 7-16. Fung‐kam, Lee. "Job satisfaction and autonomy of Hong Kong registered nurses." Journal of Advanced  Nursing  27.2 (1998): 355-363. George, Jennifer M., and Gareth R. Jones. "The experience of work and turnover intentions: interactive effects of value attainment, job satisfaction, and positive mood." Journal of Applied Psychology 81.3 (1996): 318. Hawass, Hisham Hamid. "Uncovering the Pre-Dispositional Roots of Job Satisfaction." BUSINESS  DYNAMICS IN THE 21st CENTURY  (2012): 113. Igalens, Jacques, and Patrice Roussel. "A study of the relationships between compensation package, work motivation and job satisfaction." Journal of Organizational Behavior  20.7 (1999): 1003-1025

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Jain, K. K., et al. "Job satisfaction as related to organizational climate and occupational stress: A case study of Indian Oil." International Review of Business Research Papers 3.5 (2007): 193-208. Judge, Timothy A., et al. "Dispositional effects on job and life satisfaction: the role of core evaluations."  Journal of applied psychology 83.1 (1998): 17. Judge, Timothy A., et al. "The job satisfaction –   job performance relationship: A qualitative and quantitative review." Psychological bulletin 127.3 (2001): 376. Knowles, Malcolm S. "Releasing the Energy of Others — Making Things Happen." Journal of management development  2.2 (1983): 26-35. Krejèí, Pavel, Jaroslav Kvapil, and Jirí Semrád. "The relation between job satisfaction, job frustration and narcissism and attitudes towards professional ethical behavior among Police officers." Policing in central and Eastern Europe. College of Police and Security Studies, Slovenia (1996). Mallika, N., and Dr M. Ramesh. "Job Satisfaction in Banking: A Study of Private and Public Sector Banks." International Journal of Management ( IJM) 1.1 (2010): 111-129. Maslow, Abraham Harold. "A theory of human motivation." Psychological review 50.4 (1943): 370. Murphy, Gregory, James Athanasou, and Neville King. "Job satisfaction and organizational citizenship  behaviour: A study of Australian human-service professionals." Journal of Managerial Psychology 17.4 (2002): 287-297.  Nguyen, Anh Ngoc, Jim Taylor, and Steve Bradley. "Job autonomy and job satisfaction: New evidence." Unpublished doctoral dissertation, University of Lancaster, Lancaster (2003). Parker, Sharon K., Toby D. Wall, and John L. Cordery. "Future work design research and practice: Towards an elaborated model of work design." Journal of occupational and organizational psychology 74.4 (2001): 413-440. Parnell, John A., and Tarek Hatem. "Cultural antecedents of behavioural differences between American and Egyptian managers." Journal of Management Studies 36.3 (1999): 399-418. Platsidou, Maria. "Trait emotional intelligence of Greek special education teachers in relation to burnout and job satisfaction." School Psychology International  31, no. 1 (2010): 60-76.  1 Sahoo, Rashmita, and Anshuman Swain. INTERNATIONAL JOURNAL OF MANAGEMENT  RESEARCH AND REVIEW. (2012) Saleem, Rizwan, Azeem Mahmood, and Asif Mahmood. "Effect of work motivation on job satisfaction in mobile telecommunication service organizations of Pakistan." International Journal of Business and  Management  5.11 (2010): p213. Saleem, Rizwan, Azeem Mahmood, and Asif Mahmood. "Effect of work motivation on job satisfaction in mobile telecommunication service organizations of Pakistan." International Journal of Business and  Management  5.11 (2010): p213. “Satisfaction, Employee Work, Work -Life Balance, and A. Pakistani” INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS.  IJCRB (2010): 200. Schneider, Benjamin, and Robert A. Snyder. "Some relationships between job satisfaction and organization climate." Journal of applied psychology 60.3 (1975): 318. Sharma, Satish C., and Priyanka Choudhary. “JOB SATISFACTION: IS IT TIME TO STAY OR LEAVE?”, International Journal of Research in Economics and Social Sciences Volume 1, Issue 1 (October 2011) Tsigilis, Nikolaos, Athanasios Koustelios, and Aspasia Togia. "Multivariate relationship and discriminant validity between job satisfaction and burnout." Journal of Managerial Psychology 19.7 (2004): 666-675. Ward, M., and S. Cowman. "Job satisfaction in psychiatric nursing." Journal of Psychiatric and Mental  Health Nursing 14.5 (2007): 454-461. Weiss, David J., Rene V. Dawis, and George W. England. "Manual for the Minnesota Satisfaction Questionnaire." Minnesota studies in vocational rehabilitation (1967).

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Abbas, S. M., Vandana Premi, and Anat Jyoti. "Job satisfaction in management faculties of a metropolitan and proximate area: a study on private colleges." International Journal of Research in Commerce and Management  3.4 (2010). Ali, Nasir, and Zaki Akhtar. "Job status, gender and level of education as determinants of job satisfaction of senior secondary school teachers." Indian Journal of Social Science Researches 6.1 (2009): 56-59.. Ashford, Susan J., Cynthia Lee, and Phillip Bobko. "Content, cause, and consequences of job insecurity: A theory-based measure and substantive test." Academy of Management journal  32.4 (1989): 803-829. Benson,B.L.(2002). A case study of selected factors of job satisfaction among Flint Police officersBrown, Andrew, et al. "Changes in HRM and job satisfaction, 1998 – 2004: evidence from the Workplace Employment Relations Survey." Human Resource Management Journal  18.3 (2008): 237256. Chimanikire, P., et al. "Factors affecting job satisfaction among academic professionals in tertiary institutions in Zimbabwe." African Journal of Business Management  1.6 (2007): 166-175. Chu, C‐I., et al. "Job satisfaction of hospital nurses: an empirical test of a causal model in Taiwan."  International Nursing Review 50.3 (2003): 176-182. Dantzker, M. L. “Identifying determinants of job satisfaction among Police officers.” Journal of Police and Criminal Psychology, 10(1), (1994):47-56. Dantzker, M. L., and M. A. Surrette. "The perceived levels of job satisfaction among Police officers: A descriptive review." Journal of Police and Criminal Psychology 11 (1996): 7-12. Dantzker, M.L, “Designing a measure of job satisfaction for policing: A research note.”  Journal of Crime and Justice, 16(2), (1993):171-181. Dantzker, M.L, “Measuring Job Satisfaction in Police Departments and Policy Implications: An Examination of a Mid-Sized, Southern Police Department. American Journal of Police, 13, (1994):77101. Dantzker, Mark L. "Issue for Policing-Educational Level and Job Satisfaction: A Research Note, An."  Am. J. Police 12 (1993): 101. Dawal, Z.S & Taha. Z. “Factors affecting job satisfaction in two automotive industries in Malaysia”. Journal Technology,44 (a), (2006):65 – 80.

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Durst, Samantha L., and Victor S. DeSantis. “The determinants of job satisfaction among federal, state, and local government employees." State & Local Government Review (1997): 7-16. Fineman, Stephen. "Emotion and organizing." Studying organization: Theory and method  (1996): 289310 Fung‐kam, Lee. "Job satisfaction and autonomy of Hong Kong registered nurses." Journal of Advanced  Nursing 27.2 (1998): 355-363. Ganguli,H.C, “Job satisfaction scales for effective management” Manual for managers and social  scientists. (2001) George, Jennifer M., and Gareth R. Jones. "The experience of work and turnover intentions: interactive effects of value attainment, job satisfaction, and positive mood." Journal of Applied Psychology 81.3 (1996): 318. Greenberg, M.M  .Job satisfaction-A reader : London, Macmillan Press, (1986). Grogan, William J. “Job Satisfaction at the Marietta Police Department: A Comparative Analysis.”  Dissertations Theses and Capstone Projects, Paper 11,(2008) Hackman, J. Richard, and Greg R. Oldham. "Motivation through the design of work: Test of a theory." Organizational behaviour and human performance 16.2 (1976): 250-279. Hawass, Hisham Hamid. "Uncovering the Pre-Dispositional Roots of Job satisfaction”. BUSINESS  DYNAMICS IN THE 2nd  CENTURY  (2012): 113. Hertzberg, F. “One More Time: How Do You Motivate Employees?”  Harvard Business Review, 46, (1968):53-62. Herzberg, F. “Motivation-Hygiene Profiles” Organisational Dynamics, 3(2), (1974):18-29. Igalens, Jacques, and Patrice Roussel. "A study of th e relationships between compensation package, work motivation and job satisfaction." Journal of Organizational Behaviour  20.7 (1999): 1003-1025 Jain, K. K., et al. "Job satisfaction as related to organizational climate and occupational stress: A case study of Indian Oil." International Review of Business Research Papers 3.5 (2007): 193-208. Judge, T. A., Locke, E. A., & Durham, C. C. “The dispositional causes of job satisfaction: a core evaluations approach.” Research in organisational Behaviour , 19, (1997):151 – 188. Judge, Timothy A., et al. "Dispositional effects on job and life satisfaction: the role of core evaluations."  Journal of applied psychology 83.1 (1998): 17. Judge, Timothy A., et al. "The job satisfaction –   job performance relationship: A qualitative and quantitative review." Psychological bulletin 127.3 (2001): 376. Knowles, Malcolm S. "Releasing the Energy of Others — Making Things Happen." Journal of management development  2.2 (1983): 26-35. Krejèí, Pavel, Jaroslav Kvapil, and Jirí Semrád. "The relation between job satisfaction, job frustration and narcissism and attitudes towards professional ethical behaviour among Police officers." Policing in central and Eastern Europe. College of Police and Security Studies, Slovenia (1996). Lawler III, Edward E., and J. Lloyd Suttle. "Expectancy theory and job behavior." Organizational  Behaviour and Human Performance 9.3 (1973): 482-503. Mallika, N., and Dr M. Ramesh. "Job Satisfaction in Banking: A Study of Private and Public Sector Banks." International Journal of Management (IJM) 1.1 (2010): 111-129. Maslow, Abraham Harold. "A theory of human motivation." Psychological review 50.4 (1943): 370. Munir,N.S, Job satisfaction and Performance research data analysis report ,(2002). Murphy, Gregory, James Athanasou, and Neville King. "Job satisfaction and organizational citizenship  behaviour: A study of Australian human-service professionals." Journal of Managerial Psychology 17.4 (2002): 287-297.  Nguyen, Anh Ngoc, Jim Taylor, and Steve Bradley. "Job autonomy and job satisfaction: New evidence." Unpublished doctoral dissertation, University of Lancaster, Lancaster (2003).  Niehouse, O.L. (1986). Job satisfaction: How to motivate today's worker. Supervisory management , 811. Organ, Dennis W., and Katherine Ryan. "A meta ‐analytic review of attitudinal and d ispositional  predictors of organizational citizenship behaviour." Personnel psychology 48.4 (1995): 775-802. Parker, Sharon K., Toby D. Wall, and John L. Cordery. "Future work design research and practice: Towards an elaborated model of work design." Journal of occupational and organizational psychology 74.4 (2001): 413-440.

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