Demographic and workplace characteristics which add to the prediction of stress and job satisfaction within the police workplace

Davey, Jeremy D.; Obst, Patricia L.; Sheehan, Mary

doi:10.1007/bf02802731

Cited by 63 publications

(59 citation statements)

References 7 publications

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“…counterintuitive, yet studies show officers frequently cite organizational stressors as more onerous than operational stressors, primarily because they cannot control them (Alexander, et al, 1991;Crank and Caldero, 1991;Davey et al, 2001;Kroes et al, 1974). The working environment for many police officers is not often regarded as a source of "job enrichment" or enjoyment.…”

Section: Discussionmentioning

confidence: 99%

“…Table 21 Table 19 indicate that locus of control, followed by self-esteem, then followed by favoritism contribute the most to predicting police performance. Kahn and Byosiere's (1992) theory suggests the police organization is a source of stress greater than the nature of police work, which is supported by a wide body of research (e.g., Alexander, et al, 1991;Crank and Caldero, 1991;Davey et al, 2001;Kroes et al, 1974). Previous research points to several facets of the police organization, which are associated with officer stress and subsequently lead to lower performance.…”

Section: Difference Of Means Analysismentioning

confidence: 96%

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Organizational stressors and police performance

Shane

2010

Journal of Criminal Justice

287

281

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The evidence on police stress is mixed as to whether or not the nature of police work is inherently stressful. A growing body of research suggests police officers are no more stressed than other groups and police work is not especially stressful. Instead, organizational stressors may be the greatest source of stress in police officers. Various structural arrangements, policies and practices imply police agencies can be inhospitable workplaces, where officers must withstand a variety of daily hassles generated internally by the organization.

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Section: Discussionmentioning

confidence: 99%

Section: Difference Of Means Analysismentioning

confidence: 96%

Organizational stressors and police performance

Shane

2010

Journal of Criminal Justice

287

281

View full text Add to dashboard Cite

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“…Some studies are based on only one or two questions and have investigated overall employee satisfaction (Davey et al, 2001;Garland et al, 2009;MacKain et al, 2010, Nalla et al, 2011.…”

Section: Dimensionality Of Employee Satisfaction: Global/overall Vs mentioning

confidence: 99%

“…), the promotion and reward system, leadership, training, relationships, working conditions, administration, organizational commitment, organizational support, organizational learning) and (2) environmental factors (e.g. public image, frustration with the judicial system) on employee satisfaction (Abdulla et al, 2011;Boke and Nalla, 2009;Carlan, 2007;Chiva and Alegre, 2008;Coman and Evans, 1988;Davey et al, 2001;Dick, 2011;Griffin and McMahan, 1994;Hwang, 2008;Johnson, 2012;MacKain, Myers, Ostapiej and Newman, 2010;Allen, 1991, Meyer andHerscovitch, 2001;Miller, Mire and Kim, 2009;Morris, Shinn and Dumont, 1999;Nalla, Rydberg and Meško, 2011). Abdulla et al (2011) andCarlan (2007) found that environmental factors (in our study they are listed among the organizational factors; "salary and incentive" was the most powerful determinant of employee satisfaction) are the key determinants of employee satisfaction compared to demographic ones and that both intrinsic and extrinsic factors can be a source of employee satisfaction.…”

Section: Antecedents Of Employee Satisfaction: Empirical Studies Condmentioning

confidence: 99%

Factors influencing employee satisfaction in the police service: the case of Slovenia

2014

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PurposeThe paper has two purposes -first, to examine the dimensionality of employee satisfaction and, second, to identify the impact of the groups of factors on employee satisfaction. Design/methodology/approachThe measurement of satisfaction of all employees in the Slovenian Police based on the comprehensive on-line questionnaire. Factor analysis was used to formulate the facets of satisfaction. Multiple linear regression analysis was performed to identify the predictors of three facets of employee satisfaction. FindingsThree facets of employee satisfaction were determined and the influence of three types of factors (demographic, job-related and organizational-support-related factors) on them was investigated. The results show that worst assessed facet was (1) salary and security, whereas no significant differences were found between two other facets, namely (2) relationships and leadership and (3) tasks and working conditions. The three factors influenced employee satisfaction with different levels of intensity. Research limitations/implicationsThe current economic situation in the state, especially in the public sector and in the police service, definitely impacts the results of the survey. The survey was conducted just before the announcement of savings measures in the Slovenian public sector. Since it was conducted online, we assume that for some employees this probably meant that anonymity could not be assured. Practical implicationThe survey was performed in order to identify the opportunities for improvements in police management. The results indicate the importance of leadership, communication and participation in the work of police officers, especially during a period of limited financial resources. Originality/valueThe far strongest influence on employee satisfaction is that of the employees' feeling that the police will support and protect them in case they are exposed while performing their legitimate and professional work. Trust in one's immediate superior also has a strong influence. Both could be an important signal to the management of the police to focus on activities to increase cohesiveness within the police and constantly promote the feeling of belongingness to the police among all its members.

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“…Davey et al [5] found that demographic variables such as gender, age, rank, and years of service are not related to officers' job satisfaction, but organizational support affects job satisfaction positively. They also found that aged and more educated female officers report high levels of job satisfaction.…”

Section: Organizational Characteristicsmentioning

confidence: 99%