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

Abstract

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.

The Influence of the Implementation of Job Rotation on Employees’ Perceived Job Satisfaction

“…• Company operations (company policies, work-family balance, support for diversity in the workplace, The company's grievance system's support of procedural and distributive justice, The number of control/autonomy employers (autonomy in decision making), Bureaucratic organisations, Meaningful work, A good physical work environment, Friendly co-workers, Work in which employees can excel , Competence of supervisor A person's feeling of satisfaction at work is influenced by factors that differ from one individual to another, such as personality, the influence of society, the situation in the workplace and values, according to Tomazevic, Seljak and Aristovnik (2014). According to Mullins (1996), some of the factors that have a major influence on job satisfaction are frustration and alienation, the nature of technology, meaningful work and the nature of supervision, work and psychological well-being, and stress at work.…”

A literature review on teachers’ job satisfaction in developing countries: Recommendations and solutions for the enhancement of the job

“…It put forth that rewards, such as earnings, incentives, promotions, appreciation and opportunities for progress, can increase, improve and enhance the job satisfaction and motivation among employees (Taylor, ). Job satisfaction is affected by the work intensification of teachers and the societal trend for the overworking of teachers (Naylor, ), and must be looked at in the context of other key factors, such as general well‐being, quality of life, stress at work and in organisational matters, and a general feeling of control in one’s work and social life (Tomazevic et al , ). A significant aspect to research (Judge & Klinger, ) amongst Indian women in the education sector (Kumari et al , ) who were satisfied and motivated, was found to be dependent on the employees' personal well‐being.…”

Enablers of employee engagement and its subsequent impact on job satisfaction

“…Likewise, in the second block after controlling for JC, CDP, COMM and SOCSUP, EE statistically contributed to an additional variance to the regression equation (R 2 = 0.118, p < 0.01); which showed an increase in the adjusted R 2 from 0.52 to 0.636; thus H3 was supported in the model. This implies that employees who rated high score for JC, CDP and COMM (Tomaževič et al, 2014) were more likely to be satisfied in their jobs. These findings further suggest that JS can be predicted by JC (Rathi and Lee, 2017) i.e., when employees enjoy more autonomy, skill, task variety and feedback they tend to be satisfied in their jobs.…”

“…Brayfield and Rothe (1951) defined JS as an individual's attitude toward his or her work and the net sum of the individual's positive and negative emotions experienced at work (Weiss, 2002). JS is a positive experience undergone by an employee when his expectations are met and makes him work more and better (Tomaževič et al, 2014). In the present study, the authors focused on the role of JS and defined it as "an individual's attitude toward his or her work and the net sum of the individual's positive and negative emotions experienced at work" (Brayfield and Rothe, 1951).…”