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 dissertation under the supervision of Dr A.H Lakmal

.......................................

..............................................

(Signature)

(Date)

Comments

................................
Signature
Research supervisor

......................................
(Date)

ABSTRACT

Throughout the world, it is accepted that job satisfaction is a reflection of what an employee
feels about his job. Most people in employment, at some point in their 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 affairs 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 in poor performance and productivity that would eventually lead to an
erosion of the reputation of the Police 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 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. On the other hand, the levels of education and the experience of
most Police officers of the Inspectorate would assist to measure the criteria. Fifty Police

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 indicators. 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.

ii

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.

iii

TABLE OF CONTENTS
Page No
Abstract

Acknowledgement

iii

Table of contents

iv

CHAPTER 1 -

INTRODUCTION

1.1 INTRODUCTION

1.2 IDENTIFICATION OF THE RESEARCH PROBLEM

1.2.1 Research Questions

1.2.2 Objectives of The Research

1.3 CONCEPTUALIZATION

1.3.1 Operationalization of Variables

1.3.2 Development of Hypotheses

1.4 RESEARCH METHODOLOGY

1.4.1 The Sampling Frame

1.4.2 Sampling Technique

1.4.3 Data Collection

1.4.4 Primary Data

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

CHAPTER 2 -

THEORETICAL EXPLANATION

2.1 REVIEW OF LITERATURE

15
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

iv

28

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

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

CHAPTER 4 -

ANNEXURE

52

CONCLUSIONS & RECOMMENDATIONS

53

4.1 CONCLUSIONS

53

4.2 RECOMMENDATIONS

55

4.2 FURTHER RESEARCH SUGGETIONS

56

Appendix A

57

REFERENCES

62

BIBILIOGRAPHY

64

LIST OF FIGURES
Page No
Figure 1.1

Model for Relationship between Job Satisfaction and Factors

Figure 1.2

Work Flow Diagram Of Research Methodology

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

49

vi

LIST OF TABLES
Page No
1.1

Factors and Indicators

1.2

Strength of Nugegoda Division

1.3

Rating Scale of The Survey

12

3.1

Breakdown of the Total Strength and Inspectorate

37

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

47

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

51

LIST OF ANNEXURES
Page No
APPENDIX-A

RESEARCH QUESTIONNAIRE

vii

57

CHAPTER-1

INTRODUCTION

1.1 INTRODUCTION TO JOB SATISFACTION

Job satisfaction is ones feeling or state of mind regarding the nature of their work1. The
job can be influenced by a variety of factors like the quality of ones 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 persons 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 ones 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 an
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

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)

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.

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 sometimes 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 agencys overall
effectiveness), agencies should put more focus on keeping their officers happy 2. 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 researchers 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.

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.

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 study job satisfaction of the Police Inspectorate
and to identify key influential factors of job satisfaction. 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 Police division.
To study the methods of measuring job satisfaction of the Police Inspectorate
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 satisfaction.
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.

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. .

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.
6

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.

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 taken 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
icers
11
32
147
252
1242
1692

190

1.4.2 Sampling Technique

In this research Judgmental Sampling was the selected technique to obtain sample of 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 defined 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.

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 ones 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 cant decide
(indicated by ?) in response to whether given statements accurately describe ones job 3.
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 on 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

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

10

satisfaction, one of the first scales used widely, measured overall job satisfaction with just
one item which participants respond to by choosing a face 4.
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 consider 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 question 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
4

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

11

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 overall 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

12

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 the 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

13

 The study conducted is limited to the Inspectorate of the Nugegoda Police division
only because the bigger the sample, the more the reliability.( Practicable 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 common workers 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 officers.

14

CHAPTER-2

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 an
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 satisfaction from what they are doing. Even
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 knowingly or unwittingly.
This topic came to the surface extensively after the Hawthorne studies conducted by Elton
Mayo. The issue of job 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.

15

Organ (1988) purported when 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 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 of job satisfaction is by Locke (1976), who defined it as
. . . a pleasurable or positive emotional state resulting from the appraisal of ones job or
job experiences. Locke simply said how the discrepancy between facts what an employee
wanted in his job and what he had in his job worked as the determinant of job satisfaction 7.
Dawis and Lofquist (1984) defined job satisfaction as the result of the workers assessment
of the degree to which the work environment fulfils the individuals needs 8. Griffin and
Bateman(1986) debated that it is a global construct such specific facet of satisfaction as

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.
6
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.
7
Fineman, Stephen. "Emotion and organizing." Studying organization: Theory and method (1996): 289-310.
8
Hawass, Hisham Hamid. "Uncovering the Pre-Dispositional Roots of Job Satisfaction." BUSINESS DYNAMICS IN
THE 21st CENTURY (2012): 113.

16

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 employees attitudes linked with job satisfaction is highlighted and Job
satisfaction represents the cluster of a persons 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 individuals 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

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, CI., 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.

17

taking into account our feelings, our beliefs, and our behaviours 14. Shortly, job satisfaction
describes the feelings, attitudes or preferences of individuals regarding work (Chen, 2008).
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 persons 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

14

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

18

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 committed. 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 work19.
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 engineers 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, 19982004: 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 that 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 Organs 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 metaanalttic 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
Maslows Hierarchy of Needs Theory
Maslows 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, Maslows 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 theories 28.

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 ones satisfaction or dissatisfaction
whether they were met or not29.
Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzbergs two-factor theory (Motivator Hygiene Theory) was supposed to
explain satisfaction and motivation in the workplace. This theory chiefly inspired the other
theories relating to job satisfaction. 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.
Locke, Edwin A. "The Nature and Causes of Job Satisfaction1." (1976).
30
Herzberg, Frederick. The motivation to work. Transaction Publishers, 1993.
29

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 ones job or what he is doing. This
approach explained that job satisfaction tends to be stable over time and across 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 ones
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 job satisfaction 33.

VIE Theory

This theory is derived from the Expectancy model of 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 employees 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 satisfaction35. 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
levels 38.
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 Maslows 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
Krej, Pavel, Jaroslav Kvapil, and Jir Semrd. "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

Fungkam, 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 theorybased 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 employees 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 very
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 their 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, recognition, 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 status 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 OthersMaking Things Happen." Journal of management
development 2.2 (1983): 26-35.
44
Judge, Timothy A., et al. "The job satisfactionjob 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 outcomes

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 Maslows needs hierarchy, the higher is the job
satisfaction. This type of satisfaction comes from within the person and is a function of 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

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

10

IP

11

S.I

25

30

38

Table 3.3 Age Groups of Respondents

Age group
Rank

Total

C.I

I.P

S.I

18-27

28-37

38-47

48-59

10

11

30

Total

Table 3.4 Age Groups and Frequency

Age group
Frequency Percent

Cumulative
Percent

18-27

23.3

23.3

28-37

23.3

46.7

38-47

30.0

76.7

48-59

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 groups 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

6.7

6.7

6.7

13.3

3.3

16.7

3.3

20.0

3.3

23.3

11

10.0

33.3

12

13.3

46.7

17

6.7

53.3

18

16.7

70.0

19

3.3

73.3

22

3.3

76.7

23

3.3

80.0

25

3.3

83.3

26

6.7

90.0

27

6.7

96.7

34

3.3

100.0

10

11

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

23.3

23.3

1.50

13

43.3

66.7

2.00

20.0

86.7

2.50

6.7

93.3

3.00

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

Average job Satisfaction level

3.5
3
2.5
2
1.5
1
0.5
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

Average Satisfaction Level of O.F

Percent

organisational

1.18

3.3

3.3

1.36

10.0

13.3

Mean

1.9121

1.55

6.7

20.0

Median

1.9091

1.73

3.3

23.3

Mode

1.82

1.82

16.7

40.0

Std. Deviation

.32514

1.91

13.3

53.3

Variance

.106

2.00

13.3

66.7

Range

1.18

2.09

3.3

70.0

Minimum

1.18

2.18

10.0

80.0

Maximum

2.36

2.27

10.0

90.0

Sum

57.36

2.36

10.0

100.0

Percentiles

Total

30

100.0

factor

25

1.7955

50

1.9091

75

2.1818

3
2.5
2
1.5
1
0.5
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 3.2 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

3.3

3.3

1.86

3.3

6.7

Mean

2.5143

2.00

10.0

16.7

Median

2.4286

2.14

3.3

20.0

Mode

2.43

2.29

13.3

33.3

Std. Deviation

.40510

2.43

20.0

53.3

Variance

.164

2.57

13.3

66.7

Range

1.57

2.71

6.7

73.3

Minimum

1.71

2.86

10.0

83.3

Maximum

3.29

3.00

6.7

90.0

Sum

75.43

3.14

3.3

93.3

Percentiles

3.29

6.7

100.0

Total

30

100.0

44

factor

25

2.2857

50

2.4286

75

2.8571

Average Satisfaction Level of E.F

3.5
3
2.5
2
1.5

1
0.5
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 factors.

45

Table 3.13 Descriptive Statistics

Table 3.12 Average Personal Factor

Frequency

Percent

Cumulative

N= 30

Average

Average Satisfaction Level of P.F

Percent

personal factor

2.00

3.3

3.3

Mean

3.0167

2.17

6.7

10.0

Median

2.9167

2.33

10.0

20.0

Mode

2.83

2.50

6.7

26.7

Std. Deviation

.59749

2.83

23.3

50.0

Variance

.357

3.00

13.3

63.3

Range

2.00

Minimum

2.00

3.17

6.7

70.0

Maximum

4.00

3.50

10.0

80.0

Sum

90.50

3.67

3.3

83.3

Percentiles

25

2.5000

3.83

3.3

86.7

50

2.9167

4.00

13.3

100.0

75

3.5000

Total

30

100.0

4.5
4
3.5
3
2.5
2
1.5
1
0.5
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 3.4 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

id6
id7
id8
id9
id10
id11
id12
id13
id14
id15
id16
id17
id18
id19
id20
id21
id22
id23
id24
id25
id26
id27
id28
id29
id30

id1
id2
id3
id4
id5

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

Organisational

Organisational
factor mean

Working
environment
Factor.

Personal
factor mean

.282

.202

.216

.131

.284

.252

30

30

30

30

Pearson Correlation

.282

.171

.180

factor

Sig. (2-tailed)

.131

.365

.341

mean

Working

30

30

30

30

Pearson Correlation

.202

.171

.204

environment

Sig. (2-tailed)

.284

.365

Factor.

30

30

30

30

Personal factor

Pearson Correlation

.216

.180

.204

mean

Sig. (2-tailed)

.252

.341

.279

30

30

30

.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

Avrerage Socre

5.00

4.00
3.00

2.00
1.00

0.00
1

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

3.7

3.8

3.8

1.50

3.7

3.8

7.7

1.67

3.7

3.8

11.5

1.70

7.4

7.7

19.2

1.73

7.4

7.7

26.9

1.77

3.7

3.8

30.8

1.80

3.7

3.8

34.6

1.83

3.7

3.8

38.5

1.87

3.7

3.8

42.3

1.93

3.7

3.8

46.2

2.00

3.7

3.8

50.0

2.03

3.7

3.8

53.8

2.10

3.7

3.8

57.7

2.17

3.7

3.8

61.5

2.30

7.4

7.7

69.2

2.37

3.7

3.8

73.1

2.63

3.7

3.8

76.9

2.80

3.7

3.8

80.8

3.07

3.7

3.8

84.6

3.33

3.7

3.8

88.5

3.63

3.7

3.8

92.3

4.20

3.7

3.8

96.2

4.73

3.7

3.8

100.0

Total

26

96.3

100.0

System

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

.178

2. Promotions

.053

3. Policies

.201

4. Rewards

-.062

5. Code of discipline

.203

6. Nature of works

.037

7. Autonomy

.065

8. Job security

.091

9. Communication

-.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

1. Salaries and incentives

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 determinants 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 Police 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 effect
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, one 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 within 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 people 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, all 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 for 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 that 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

Agree

Neutral

Disagree

Strongly
disagree

(score)

Strongly
agree

Agree

Neutral

Disagree

Strongly
disagree

(score)

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 responsibility.
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
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

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

Agree

Neutral

Disagree

Strongly
disagree

(score)

Strongly
agree

Agree

Neutral

Disagree

Strongly
disagree

(score)

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

59

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

1. Salaries and incentives

1. Intimidation by others

2. Promotions
3. Policies (R)
4. Rewards(R)
5. Code of discipline
6. Nature of works
7. Autonomy
8. Job security61
9. Communication

2
3
4
5
6
7
8
9

2. Work group
3. Working conditions
4. Safety
5. Community support

10. Supervision
11. Welfare and compensation

10
11

Overall satisfaction

25,26

61

Personal Factors
12
1. Social recognition
13,14(R) 2. Interest
15
3. Personal growth
16,18
4. Personality
17
5. Service experience(R)
6. Level of education

19
20
21
22
23
24

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o 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.
o Fungkam, Lee. "Job satisfaction and autonomy of Hong Kong registered nurses." Journal of Advanced
Nursing 27.2 (1998): 355-363.
o 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.
o Hawass, Hisham Hamid. "Uncovering the Pre-Dispositional Roots of Job Satisfaction." BUSINESS
DYNAMICS IN THE 21st CENTURY (2012): 113.
o 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

62

o Jain, K. K., et al. "Job satisfaction as related to organizational climate and occupational stress: A case
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o Judge, Timothy A., et al. "Dispositional effects on job and life satisfaction: the role of core evaluations."
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quantitative review." Psychological bulletin 127.3 (2001): 376.
o Knowles, Malcolm S. "Releasing the Energy of OthersMaking Things Happen." Journal of
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o Krej, Pavel, Jaroslav Kvapil, and Jir Semrd. "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).
o 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.
o Maslow, Abraham Harold. "A theory of human motivation." Psychological review 50.4 (1943): 370.
o 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.
o Nguyen, Anh Ngoc, Jim Taylor, and Steve Bradley. "Job autonomy and job satisfaction: New evidence."
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o 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.
o 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.
o 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
o Sahoo, Rashmita, and Anshuman Swain.INTERNATIONAL JOURNAL OF MANAGEMENT
RESEARCH AND REVIEW.(2012)
o 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.
o 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.
o Satisfaction, Employee Work, Work-Life Balance, and A. PakistaniINTERDISCIPLINARY JOURNAL
OF CONTEMPORARY RESEARCH IN BUSINESS. IJCRB (2010): 200.
o Schneider, Benjamin, and Robert A. Snyder. "Some relationships between job satisfaction and
organization climate." Journal of applied psychology 60.3 (1975): 318.
o 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)
o 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.
o Ward, M., and S. Cowman. "Job satisfaction in psychiatric nursing." Journal of Psychiatric and Mental
Health Nursing 14.5 (2007): 454-461.
o Weiss, David J., Rene V. Dawis, and George W. England. "Manual for the Minnesota Satisfaction
Questionnaire." Minnesota studies in vocational rehabilitation (1967).

Web sites
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