Organizational factors, environmental climate, and job satisfaction among police in Slovenia

Abstract

In this paper we examine the extent to which organizational culture, police enforcement strategies, and occupational role influence the job satisfaction of police officers in Slovenia. More specifically, we ask if these factors shape perceptions of satisfaction among police officers working in different departments and to what extent they differ among various occupational groups within the same organization. These groups include law enforcement officers, police investigators, and state border officers. Using data from a sample of 995 Slovenian police officers, our analyses suggest that officer demographic characteristics alone do little to explain variation in job satisfaction, whereas the introduction of organizational and environmental factors such as opportunities to innovate, perceptions of citizen cooperation, and job challenges vastly improve the models. Similarities and differences between the occupational groups are discussed, along with implications for policy and future research.

Organizational climate and investigation performance in the Norwegian police: A qualitative study

“…Perceived organizational support, the extent to which the employees perceive that their employer values their contributions and cares about their well‐being, is very similar to a human relations climate, emphasizing the well‐being and development of employees. Moreover, our findings are in line with research across different types of police work suggesting that an organizational climate characterized by human relations dimensions (e.g., development opportunities and supportive leadership) is positively associated with outcomes such as job satisfaction, commitment, well‐being, and work engagement (Davey et al, ; Hart & Cotton, ; Kuo, ; Nalla et al, ; Nima et al, ). Although these outcomes generally are important predictors of work performance (Christian et al, ; Cropanzano & Wright, ; Judge et al, ; Meyer et al, ), the present study is the first to specifically examine the relationship between organizational climate and investigation performance.…”

“…First, several studies show that a supportive organizational climate (e.g., appraisal and recognition, role clarity, goal congruency, supportive leadership, decision‐making, professional growth, and interaction) is one of the most important predictors of work stress and well‐being in police work (Davey et al, ; Hart & Cotton, ; Hassell & Brandl, ). Second, studies have suggested that dimensions of the organizational climate (e.g., development opportunities) are related to job satisfaction, commitment, and work engagement (Davey et al, ; Hart & Cotton, ; Kuo, ; Nalla et al, ; Nima et al, ), generally shown to be linked to work performance (Christian et al, ; Cropanzano & Wright, ; Judge et al, ; Meyer et al, ). Third, a small number of studies in other types of police work than investigations indicate that dimensions of organizational climate (e.g., support, coworker relations, and leadership) are related to work performance through mechanisms such as social exchange and work stress (Armeli et al, ; Shane, ).…”

“…We argue that there are two main reasons to explore the implications of organizational climate for investigation performance: First, research shows that organizational climate is related to individual and unit‐level performance across a broad range of organizations and work domains, including the police (Armeli, Eisenberger, Fasolo, & Lynch, ; Kuenzi & Schminke, ; Schneider, Ehrhart, & Macey, ; Shane, ). Second, studies of police work suggest that organizational climate is associated with psychological states and attitudes such as well‐being, job satisfaction, commitment, and work engagement (Davey, Obst, & Sheehan, ; Hart & Cotton, ; Kuo, ; Nalla, Rydberg, & Meško, ; Nima, Moradi, Archer, Garcia, & Andersson Arntén, ), which are generally linked to work performance (Christian, Garza, & Slaughter, ; Cropanzano & Wright, ; Judge, Thoresen, Bono, & Patton, ; Meyer, Stanley, Herscovitch, & Topolnytsky, ).…”

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

“…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.…”

“…), 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.…”