AN INVESTIGATION OF THE FACTORS THAT INFLUENCE
EMPLOYEE MOTIVATION IN THE
POLICE FORCE
A case study of the General Service Unit (April 2011)
CHAPTER ONE
1.0
INTRODUCTION
This research
was set out to find out the most important motivation and satisfaction factors
for police officers, the causes that make them to remain and the main reasons
for leaving the police force, understanding their motivation needs and what can
be done to lower turnover and retain
employees by satisfying their needs as much as is reasonable.
1.1 Background to the Study
Motivation can
be defined as “a series of energizing forces that originate both within and
beyond an individual’s self”. These forces determine the person’s behavior and
therefore, influence his/her productivity (Jackson, 1995).
Another definition for Motivation is “the willingness to do something, conditioned
by the action’s ability to satisfy some need”. Therefore, it must be
focused toward some organizational
goals and at the same time must satisfy both organizational and individual needs (De Cenzo et al.,
1996)
In order to be motivated, a person needs to
have certain basic needs fulfilled. If these needs are lacking, a person’s self
esteem and self actualization cannot develop. This could result in lack of
interest to progress and develop, both professionally and personally. There are
several theories of human needs which are the foundation of motivation (Latham
and Ernst et al., 2006), some of which are reviewed below.
1.1.1 Abraham Maslow’s Theory: Hierarchy of Needs
It is based on the idea that human needs
can be arranged in order of importance from the most basic to the hightest.
Once a need has been fairly satisfied it no longer motivates the behavior and
the man is then motivated by the next level of need. An individual moves up the
hierarchy, when a need is substantially realized (Shah 2007). Five needs rank
in a hierarchical order from lowest to highest: physiological, safety, belonging,
esteem, and self-actualization.
1.1.2 Douglas McGregor: Theory X/Theory Y
McGregor’s theory, which is built on
Maslow’s theory, adds a central idea: that managers’ assumptions about their
employees can affect their motivation. This theory proposes two alternative and
extreme views to see the human being: Theory X and Theory Y. According to
Theory X, the employee is viewed as mainly negative, lazy, resist change and
unable to motivate. This produces a controlled environment with strict rules,
threats and punishments. Employees in an organization like this tends to
perform less effective, gives low productivity, produces aggressions and
conflicts (Bolman et al., 1997). Theory Y on the other hand strives to
maximize the employee’s individual goals and efforts by giving workers greater
job involvement and autonomy. This means that employees are given the
possibility to grow and achieve their own goals within the organization.
Employees are viewed as positive and open to development. The management’s goal
is to make the employee happy and satisfied with their work and performance
(Bolman et al., 1997; Matteson 1999).
1.1.3
Frederick Herzberg: Motivation-Hygiene
Herzberg argues that intrinsic job factors
are motivating, whereas extrinsic factors only placate employees. In this
theory there are two group factors. The first one is motivating factors or
satisfaction, which include; achievement, recognition, work itself,
responsibility, promotion and growth.
The second one is hygiene factors or
dissatisfaction, hygiene factors can be defined as the following; pay and
benefits, company policy and administration, relationships with co-workers,
physical environment, supervision, status and job security.
The absence of money as a hygiene factor,
will lead to dissatisfaction and prevent to motivate the worker. Money is also
used to motivate an individual to perform a task. More money is often offered
to an individual in order for him do the task again (Examstutor, 2007).
According to Herzberg, the workers get motivated when they are responsible for
their work. He also proposed that managers can give their employees more
authority to their job and offer them direct and individual feedback in order
to motivate and help employees to connect to their work (Wirralmet, 2007).
1.1.4 David McClelland: Achievement, Affiliation, and Power Motives
McClelland proposes that there are three
major needs in workplace situations: achievement, affiliation, and power. A
high need to achieve has been positively related to higher work performance
when jobs provide responsibility, feedback, and moderate challenge (Kreitner,
2002). The need for achievement: The desire to accomplish something difficult,
to overcome obstacles and attain a high standard, to excel, to rival and
surpass others. The need for affiliation: The desire to form and maintain a few
lasting, positive and important interpersonal relationships. The need for
power: The individual’s desire to influence, coach, teach, or encourage others
to achieve.
According to David McClelland, the success
will come if the employee is dedicated to the company, committed to the work
ethic and unflagging in energy and devotion.
1.1.5 Background of Kenya Police Force
The Kenya Police
force is established under provisions of an Act of Parliament known as the
Police Act, Chapter 84 of the Laws of Kenya. The Force is headed by the
Commissioner of Police who is appointed by the President under the provisions
of section 108 of the Constitution of Kenya.
The Police Act
provides for the functions, organization, discipline of the Kenya Police force
and the Kenya Police Reserve, and for matters incidental thereto. According to
section 14 of the Act, the Police service is established in the Republic of
Kenya to perform the following functions: -Maintenance of law and order, the
preservation of peace, the protection of life and property, the prevention and
detection of crime, the apprehension of offenders and the enforcement of all
laws and regulations with which it is charged.
While organized
at a national level, each arm reports to a Provincial police authority, which
in turn divides its force by local Police
Divisions, headquartered at local police stations.
All these
elements report to Kenya Police Headquarters in Nairobi. Several specialist
elements, such as the Kenya Police College, are commanded directly from here,
General Service Unit from its headquarters in Ruaraka and the administration
police service is through a hierarchy separate from that of the National Kenya
Police.
1.2 Statement of the problem
A fully functioning police force is vital
for maintenance of peace, provision of security, and enforcement of the law. In
the last two decades the security system has deteriorated to a point where the
government has been unable to guarantee security to its citizens and their
property. This has emerged as a result of low morale, lack of professionalism,
inadequate resources, political interference and rampant corruption in the
service. The effective enforcement of law, the maintenance of public safety,
and the guarantee of the protection of life and property are fundamental to
economic growth and the creation of an enabling environment for private
sector-led growth and development.
The police force is faced with several
issues which by extension affect the level of motivation of its employees. This
research project seeks to investigate the factors that influence motivation and
thus affect their work performance.
1.3 Research Objective
The general objective of this study was to examine the factors that
influence levels of motivation among employees.
1.4 Specific objectives of the Study
1.
To investigate the effects of working conditions on
levels of motivation.
2.
To find out the effects of remuneration on levels of
motivation.
3.
To establish the effects of promotion practices on
levels of motivation.
1.5 Research Questions
- Do work conditions affect the levels of motivation?
- Does remuneration level affect work motivation?
- Are there any effects of promotion practices on
levels of motivation?
1.6 Justification of the Study
Several studies
have focused on motivation in other industries and very little has been done in
the security industry hence the need to carry out this study.
1.7 Scope of Study
The study mainly
focused on the Kenya Police Force; this is due to the vital role that it plays
in the maintenance of law and order in society and most specifically officers
based at GSU headquarters Ruaraka.
1.8Importance of the Study
To the Kenyan Police Force the
study should contribute to the understanding of the importance of personnel
motivation in day-today job practices. The study hopes that the discussion
would provide insight to help officers (the commanding team) as they handle the
whole body of the Kenya Police in effort to make headway along journey to
personnel motivation.
To the Academicians the study
should shed light on importance of motivation to students, for them to possibly
recognize and appreciate employee motivation as an important aspect of
management as well as a strong competitive strategy.
To researchers-the study seeks
to stimulate interest for further research in motivation practices mainly in
the police force.
CHARPTER
TWO
2.0 LITERATURE REVIEW
This chapter comprises
of studies conducted by other researchers on motivation.
2.1 Introduction
Most business and organizations strive to improve
quality and performance of their products, services, internal or external
operations. The reasons for this can be various, depending on the goals the
business or the organization have set. Important goals could concern an effort
to assure a firm a stable ground in the market or to improve cost
effectiveness. The competition between organizations and business can be a
difficult task, and make it difficult to reach higher goals and development
(Bolman, 1997).
One strategy for reaching higher goals and
development is motivation. Employees who are motivated produce a higher quality
of work and effectiveness which means that motivation is a key factor for
progress within an organization or business. A profound knowledge of motivation
and its meaning is therefore essential for success and development (Paré, 2001)
and ; (De Cenzo ,1996).
Motivating
employees is a key factor for an organization to succeed in its business. This
chapter will therefore focus on ideas and beliefs that various authors hold on
motivation and also other ideas that other researchers have come up with and their
contribution to motivation.
2.2 Motivation
Motivation is a complex phenomenon which is
influenced by individuals, cultural, ethnic and historical factors. According
to De Cenzo et al., (1996), people who are more motivated use a greater
effort to perform a job than those who are not motivated.
Motivation was in the beginning of the 1900 thought
only to be monetary. It was discovered during the 20th century that
there are more factors than just money to motivate employees. The employees’
satisfaction with their job is an important indicator for a good job
performance and that happy employees are productive. It is also concluded that
motivation is a psychological factor and is affected by the workers mental
attitude and health (Latham and Ernst, 2006).
It is therefore
necessary to look into individual factors and motivation where according to
Pitts (1995) there are some forms of recognition that really only work for
individuals including personal skills and promotion. With personal skills, the
individual feels motivated having been given chance to show his personal talent
in the wider area than his normal work groups. Pitts (1995) further debates
that effectiveness of promotion is an important factor for individual
recognition and motivation. The literature indicates that individual factors
are essential in motivating employees. The motivation factors of the individual
and the group are different because the goals are not at the same level. An
individual will try with his or her best to get higher level needs and these
needs are not always consistent with the needs of the group (Herselman, 2001).
A survey result
conducted by Kovach in 1946 indicates ten motivational factors that employees
were asked to rank in term of personal preference. The results of the survey
were as follows, full appreciation of work done, feeling of being in on things,
sympathetic help with personal problems, job security, good wages, interesting
work, promotion and growth in the organization, personal loyalty to employees,
good working conditions and tactful discipline. In this survey full
appreciation of work done was the top motivation factors. Good wages ranked at
number 5 and interesting work ranked at number 6.
The same survey
was given to employees in 1980, 1986 and 1992 was conducted by Wiley. By 1980
and 1986 “interesting work” was the top motivation factor, “full appreciation
of work done” ranked at number 2 and job security, good wages ranked at number
4 and 5. In 1992, the result showed that “good wages” was the top motivation
factor followed by full appreciation of work done and job security.
Another survey
was conducted by Arnold Keller to Information systems programmer personnel. He
found that “interesting work”, “good wages”, and promotion and growth in the
organization” were the top motivating factors (LeDuc, 1980).
Earlier research
in the United States has shown that employees who find their work interesting
and challenging are also motivated to do a good work. What defines an
interesting or challenging work can only be done by the employee himself. It
could be the possibility to work with technical opportunities, to expand their
knowledge and so forth (Ferratt, 1999).
There are several theories of human needs which are
the foundation of motivation (Latham and Ernst et al., 2006).
2.2.1
Abraham Maslow’s Theory: Hierarchy of Needs
It is based on the idea that human needs can be
arranged in order of importance from the most basic to the hightest. Once a
need has been fairly satisfied it no longer motivates the behavior and the man
is then motivated by the next level of need. An individual moves up the
hierarchy, when a need is substantially realized (Shah, 2007). Five needs rank
in a hierarchical order from lowest to highest: physiological, safety,
belonging, esteem, and self-actualization.
2.2.2
Douglas McGregor: Theory X/Theory Y
McGregor’s theory, which is built on Maslow’s theory,
adds a central idea: that managers’ assumptions about their employees can
affect their motivation. This theory proposes two alternative and extreme views
to see the human being: Theory X and Theory Y. According to Theory X, the
employee is viewed as mainly negative, lazy, resist change and unable to
motivate. This produces a controlled environment with strict rules, threats and
punishments. Employees in an organization like this tends to perform less
effective, gives low productivity, produces aggressions and conflicts (Bolman et
al., 1997). Theory Y on the other hand strives to maximize the employee’s
individual goals and efforts by giving workers greater job involvement and
autonomy. This means that employees are given the possibility to grow and
achieve their own goals within the organization. Employees are viewed as
positive and open to development. The management’s goal is to make the employee
happy and satisfied with their work and performance (Bolman et al.,
1997; Matteson, 1999).
2.2.3
Frederick Herzberg: Motivation-Hygiene
Herzberg argues that intrinsic job factors are
motivating, whereas extrinsic factors only placate employees. In this theory
there are two group factors. The first one is motivating factors or
satisfaction, which include; achievement, recognition, work itself,
responsibility, promotion and growth.
The second one is hygiene factors or dissatisfaction,
hygiene factors can be defined as the following; pay and benefits, company
policy and administration, relationships with co-workers, physical environment,
supervision, status and job security.
The absence of money as a hygiene factor, will lead
to dissatisfaction and prevent to motivate the worker. Money is also used to
motivate an individual to perform a task. More money is often offered to an
individual in order for him do the task again (Examstutor, 2007). According to
Herzberg, the workers get motivated when they are responsible for their work.
He also proposed that managers can give their employees more authority to their
job and offer them direct and individual feedback in order to motivate and help
employees to connect to their work (Wirralmet, 2007).
2.2.4
David McClelland: Achievement, Affiliation, and Power Motives
McClelland proposes that there are three major needs
in workplace situations: achievement, affiliation, and power. A high need to
achieve has been positively related to higher work performance when jobs
provide responsibility, feedback, and moderate challenge (Kreitner, 2002). The
need for achievement: The desire to accomplish something difficult, to overcome
obstacles and attain a high standard, to excel, to rival and surpass others.
The need for affiliation: The desire to form and maintain a few lasting,
positive and important interpersonal relationships. The need for power: The
individual’s desire to influence, coach, teach, or encourage others to achieve.
According to David McClelland, the success will come if the employee is
dedicated to the company, committed to the work ethic and unflagging in energy
and devotion.
2.3 Motivation through Financial Incentives
According to
Dubrin (2004), the motivation through financial incentive includes:-Linking pay
to performance, stock option and gain sharing. Linking pay to performance
generally motivates people to work harder. Ratings are viewed by managers on
employee development, team productivity, and leadership. Merit pay for both
individuals and the team is based on actual results. Merit pay runs from 5
percent to over 15 percent of total compensation.
Stock Option:
Stock options give the employees the right to purchase company shares in the
future at a specified price. Stock options also are used to attract and retain
employees, as well as reward them.
Gain sharing is
a formal and win-win program that allows employees to participate financially
in the productivity, both the employer and the employee benefit from increased
productivity, thus enhancing motivation.
In the future
and in today’s global organizations motivation could no longer depend on
traditional leadership. It is more likely that motivation and leadership will
rise from within groups and in the interaction with coworkers rather than from
executives. There is already evidence to support this development (Latham and
Ernst et al., 2006).
In order to get
motivation and strong satisfaction in the workplace, the individual should like
the job that he is doing, and also believe that he makes a good contribution
for the company or organization. The employee should also feel that the job is
challenging and demanding. The manager of the company should be given a job that
is suitable and that matches his capability and responsibility. He should also
get recognition from his contribution for a company.
In order to get
motivation for a team or group, the team members should trust their manager,
and should also feel that the job they are doing is interesting and meaningful,
and the team members also get the reward and recognition with their effort and
contribution for the company or organization. Team members should also have
mutual respect towards each other. The company should also provide good working
environment for the team, group and individual to work (De Cenzo et al; 1996)
2.4 Motivation through Rewarding
In attempt to
motivate, employers can use rewards and recognition to motivate employees. According to Colin Pitts et al. (1995) reward is the benefit that
arise from performing a task,
rendering a service or discharging a responsibility. In general, the principal
reward is pay. Besides the pay,
employers also quite often offer the whole reward package that include not only wages and salaries
but many other rewards such as bonus, pension scheme, health insurance, allocated cars, and mortgage assistance,
beneficial loans, subsidized meals,
and profit sharing, share schemes, share options and so on.
There are two
kinds of rewards: intrinsic rewards and extrinsic rewards. Intrinsic rewards
are the satisfaction or accomplishment an employee gets from the job itself.
For example, an employee works overtime because he or she likes the job that he
or she is doing. He or she also gets motivated by the challenging project, the
opportunities for learning and personal growth from the project (Pitts et al., 1995).
A survey of IT
professionals working in state agencies and universities of Louisiana, USA,
conducted in 2002, showed that employees were mostly satisfied with intrinsic
factors, such as: the technical aspects of the work and working with new
technologies, the intellectual challenge and creativity required to solve
complex technical problems, the constant learning and master skills related to
new technologies, and a sense of contribution and pride in their
accomplishment. (Pawlowski, 2005)
Extrinsic
rewards are rewards an employee gets from the employer such as praise, money, a
promotion, or benefits, etc. For example, an employee works overtime because he
or she wants to get more money or overtime payment (Pitts et al., 1995).
Another survey
also shows that the employees are also satisfied with extrinsic factors, such
as working environment, their co-workers and the professional work climate,
benefits, job securities and flexible/normal work hours (Pawlowski et al., 2005). Another study performed
by Baer (2003), showed that extrinsic rewards were positive for employees
occupying simple jobs and negative for employees having jobs that were
difficult and challenging.
Extrinsic rewards are divided into two groups:
Financial and Non-financial rewards. Financial
rewards can be financial directly or indirectly. The employees
can get directly financial reward such as wages, bonuses and profit sharing.
They can also get indirectly supportive benefits such as pension plans, paid
vacations, paid sick leaves and purchase discounts. (De Cenzo/Robbins et al,
1996)
Research shows that some employees are motivated by
financial rewards and that money is a strong motivator for them. A survey that
was conducted in Malaysian organizations found that most of the employees
prefer to have a cash reward. (Rafikul, 2004).
Non-financial
rewards such as having lunch with the boss of the company or
preferred lunch hours, receiving the office furnishing, having a change to work
with congenial colleagues, and achieving a desired work assignments or an
assignments where the worker can operate without close supervision.
Non-monetary rewards can help to build feelings of confidence and satisfaction
in the employees. Research has revealed that non-monetary awards may be more
rewarding than monetary awards to many employees (De Cenzo/Robbins et al.,
1996).
According to a survey conducted in 2000 by Watson
Wyatt to 410 North American companies and 3,600 of their top performers, the
survey found that three commonly used non-monetary rewards by employers include
advancement opportunities (76 percent), flexible work schedules (73 percent),
and opportunities to learn new skills (68 percent) (Rowe, 2001).
2.5 Motivation
through Recognition
Recognition is
also a strong motivator, because it is a normal human need to long for. Dubrin et al.
(2004) states that ‘motivating others by giving them recognition and praise
can be considered a direct application of positive reinforcement’. Studies
conducted since 50 years ago have indicated that employees welcome praise for a
job well done as much as they welcome a regular paycheck (Dubrin et al., 2004).
Recognizing an
employee can be seen as expressing appreciation for his or her efforts, is a
good and positive practice for both parts (Bowen, 2000). Recognition must be
consistent, given in a regular basis, and most important, part of the
organization.
There are two
kinds of recognitions: informal recognitions and formal recognitions.
Informal
recognition can be described as an individual thing. It could be from a work
partner to another, from a manager to his or her subordinate.
Bowen et al. (2000) underlines some examples
of informal recognition, as follows: Time off with pay, Lunch “on the house”,
Cards and letters for all occasions (Birthdays, Thank You Notes) Certificates
for outstanding service, ideas, top productivity (giving the extra mile).
Formal
Recognitions are concentrated from an organizational achievement perspective,
where employees are recognized when they achieve organizational objectives,
when they meet performance goals, solving departmental organizational problems
(Bowen et al., 2000).
Bowen states
that compared with informal recognition, the formal recognition programs lean
to: Look out over longer time horizons,
incorporate benchmarks, e.g., years of services or achievements, profit
objectives, etc., be performed-based, focus on the value of the organization,
e.g., employee commitment, market appreciation, investor loyalty, etc., be
connected with the organization’s compensation programs, involve both reward
and risk planned, rather than spontaneous. Nelson (2004) argues that formal
recognition programs are an ‘anachronism’. He suggests a more informal and
collaborative approach.
2.6 Motivation in the Police Force
During the past decade
the government has sought to restructure public sector agencies on broadly
corporate lines. In applying the ‘private sector solution to the public sector
problem’ (Dixon et al., 1998), new
managerial practices have been introduced into public sector agencies,
including police organizations. These reforms are to be implemented with a view
to restructuring and changing the internal culture of organizations, increasing
operational performance, efficiency and cooperation.
As a result there has
been a renewed emphasis on performance monitoring, cost effectiveness and
administrative accountability. While this reform process has been primarily
influenced by ‘market-based ideologies of governance’ (Adler, 2000), it is
important to consider the contexts within which these changes have to take
place in order to appreciate the variations therein (Fleming and Lafferty,
2000).
Attempts to reform police
agencies have given significant weight to transforming management and work
structures and have had considerable implications for workplace relations;
albeit in different contexts (Fleming and Lafferty, 2000: 154–68; Waghorne,
2000: 62–90). Both police managers and their employee representative bodies
have exhibited a traditional resistance to police organizational change
(Skolnick and Bayley, 1986: 211) and this includes attempts to democratize
police organizations both in terms of their internal structuring and their
external public interface.
Police officers
(especially the top brass) have resisted these managerial reform agendas,
particularly those aimed at increased surveillance, ‘rigorous’ performance
measurement and augmented accountability mechanisms. This is unsurprising given
that police officers have lengthy and resonant histories of obstructing police
reform processes that limit professional discretion (Reiner, 1978; James,
2002). More surprising, perhaps, police (both management and rank-and-file)
have challenged private sector mentalities and technologies aimed at increasing
productivity through democratizing workplace processes. While some police
representatives appear to have campaigned for less authoritarian approaches by
management (Reiner, 1978), police members of all ranks attach deep cultural
significance to police organizations as havens of discipline, restraint and
authority in a milieu of chaos.
This in the Kenyan case
demonstrates that both management and rank-and-file police members hold onto
established practices and symbolic representations of ‘discipline’, and
demonstrates that this hinders attempts at developing more participatory
management techniques with consequences for broader transformational agendas.
Typically, within police
organizations ‘decision-making is rarely participative or collegial across rank
lines’ (Bayley, 1994: 61). Because police management tends to be highly
centralized and bureaucratic, officers who are in closest touch with
operational problems have little opportunity to shape policy. Centralized
management puts a premium on compliance rather than on initiative (Van Heerden,
1982; Goldstein, 1990).
This ideal type of police
management is even more notable in police units that specialize in public order
functions, such as the one under review in this study. This is because during
times of ‘riot’ or disorder the police must quickly become an unyielding,
central unit of operation (Birzer, 1996).
More
participatory management styles lead to a greater understanding of change
processes, and this in turn makes change more acceptable to police members
(Washo, 1984;Sykes, 1990). Excluding rank-and-file members from information and
from decision-making processes with regard issues that directly affect them may
leave them feeling disillusioned, manipulated, frustrated and lacking
motivation (Van Heerden, 1982). This has a far reaching effect on the
productivity and motivation of police officers.
While platoon commanders, company commanders and operational commanders had
received training on how to plan for and carry out a crowd management
operation, they have had no training that
provides them with skills or expertise in managing.
Officers in a management or supervisory role in the unit (including the Unit commander) require to undergo
training geared towards participatory
management and also on how to motivate officers that they manage.
High-ranking officers,
partly because they do not feel confident in adopting new management styles,
maintain an autocratic approach to managing the unit. The inability of
supervisors and managers in the unit to manage, in a participatory manner, the
lack of direction and leadership in the unit and the absence of suitable
individual and collective performance evaluation and career guidance all
contributed to low morale in the unit. Like any work-based organization, it is
crucial to bring all members of the police organization on board during
processes of change or transition so as to ensure that the uncertainties that
surround the whole process does not act as a de motivator in the work place.
Goldstein (1990) argues
that participatory management is in fact fundamental to police organizational
change. Change must make sense to those on the front-line. If this does not
occur, rank-and-file police officers are likely to feel threatened by change
and feel that change is not necessarily in their best interest. More
participatory management styles lead to a greater understanding of change
processes, and this in turn makes change more acceptable to police members
(Washo, 1984; Sykes, 1986).
High morale promotes pride, efficiency and
harmony, and in turn this enhances the acceptability of the profession and the
quality of the service rendered (Van Heerden, 1982). Excluding rank-and-file
members from information and from decision making processes with regard to
change may leave them feeling disillusioned, manipulated, frustrated and
lacking motivation.
In order for police to
engage with new value systems and belief systems, an environment needs to be
created where all police members are able to actively participate in the
management process. This requires a fundamental shift away from traditional and
typical management styles and structures in police organizations that are
hierarchical and authoritarian.
Citing these
challenges amongst others, there is a dire need to motivate police officers
with both the monetary and non monetary incentives so as to facilitate their
efficiency in carrying out their duties. Keeping staff motivated is good for
employee efficiency as motivated workers are more productive (Armstrong, 2006).
2.6.1 Working Conditions
Police officers
work in a variety of settings and conditions, including offices in police
stations, city or country areas, courts, cars, roads and motorways. They may
also travel to different sites around the country and overseas to help
investigate crimes and to attend conferences. Police work is very dangerous and
stressful. In addition to the obvious dangers of confrontations with criminals,
police officers need to be constantly alert and ready to deal appropriately
with a number of other threatening situations. Many law enforcement officers
witness death and suffering resulting from accidents and criminal behavior. A
career in law enforcement may take a toll on their private lives. Uniformed
officers, detectives, agents, and inspectors are usually scheduled to work
40-hour weeks, but are never paid overtime. Shift work is necessary because
protection must be provided around the clock. Junior officers frequently work
weekends, holidays, and nights. Police officers and detectives are required to
work at any time their services are needed and may work long hours during
investigations. In most jurisdictions, whether on or off duty, officers are
expected to be armed and to exercise their authority whenever necessary. The
jobs of some Federal agents such as U.S. Secret Service and DEA special agents
require extensive travel, often on very short notice. They may relocate a
number of times over the course of their careers. Some special agents in
agencies such as the U.S. Border Patrol work outdoors in rugged terrain for
long periods and in all kinds of weather (Occupational Outlook Handbook, 2008).
A fully functioning police force is vital for
maintenance of peace, provision of security, and enforcement of the law. In the
last two decades the security system has deteriorated to a point where the
government has been unable to guarantee security to its citizens and their
property. This has emerged as a result of low morale, lack of professionalism,
inadequate resources, political interference and rampant corruption in the
service. The effective enforcement of law, the maintenance of public safety,
and the guarantee of the protection of life and property are fundamental to
economic growth and the creation of an enabling environment for private
sector-led growth and development. Issues that have emerged as bottlenecks to
the provision of quality policing service include, but not limited to: Delayed
response to the scene of crime, very low rate of prevention and detection of crime,
poor management of scenes of crime, understaffed police service with a police
to population ratio of 1:1150, Lack of proper HRM policy and systems, lack of
autonomy, Poor terms and conditions of service and lack of adequate resources
(Kenya Police Service Strategic Plan, 2003-2007).
2.6.2 Remuneration
The remuneration
strategy is one link in a chain of HR initiatives and processes that support
each other and the organization. While the most obvious link is between
performance and reward (remuneration), the linkages to other processes (e.g.
organizational strategy and career development) are no less significant (Gill et al., 2001)
Compensation may
be defined as money received for the performance of work plus many kinds of
benefits and services that organizations provide their employee. Compensation
is recompense, reward, wage or salary given by an organization to persons or a
group of persons in return to a work done, services rendered, or a contribution
made towards the accomplishment of organizational goals. Wage, dearness
allowance, bonus and other allowance are examples of monetary compensation,
while good accommodation, children education, transport facilities, subsidized
ration of essential commodities, etc. come under non-monetary compensation. In short,
wage paid to collar workers or salaries paid to white collar employee can be
classified as compensation.
A good
compensation package is a good motivator. Hence, the primary responsibility of
the HR manager is to ensure that the company's employees are well paid.
Objectives of compensation include:-To attract capable applicants, to retain
current employee so that they don't quit, the employee is motivated for better
performance, reward desired behavior, to ensure equity, to control cost, to
facilitate easy understanding by all i.e. employees operating manager and HR
personnel.
Authors including Parker (2001) and White (2005)
state that compensation packages must support the organizations global
objectives, while at the same time being flexible enough to cater for local
(geographic) market variations. As stated by Ellerman
(2001), once the organization has selected a compensation strategy, it must be
prepared to invest the necessary resources (personnel, time and money) into
designing, developing and implementing the compensation scheme consistently
across the organization so that it supports the business strategy.
A balanced scheme provides
savings in annual compensation by not rewarding under performers, aligns
employee behavior with the organization goals by providing incentives for, and
rewarding employee behaviors that increase organizational performance and
shareholder value (White, 2005). Watson Wyatt Worldwide (2006) reported in Aligning Rewards With the Changing Employment
Deal on the
results of survey of 262 US organizations with more than 1,000 employees and
found that organizations were increasingly linking pay increases to
performance. The increases typically ranged from 0% for employees not meeting
performance expectations, 1.5% for employees who partially met expectations,
and 5% for employees who exceeded expectations. The report concluded that this
shift in strategy allowed organizations to deliver larger increases to
the organizations best performers.
Parker (2001) found that the structure of the
incentive (compensation) package was critical to the organization’s ability to
attract and retain employees, with the package needing the flexibility to cater
for local (geographic) variations, while supporting the organizations global
objectives. High performance organizations such as Stockland view their
compensation package as critical to their ability to recruit and retain
employees (MacDonald, 2009).
The best and fair way to motivate employees is to
link compensation to individual performance, competence, contribution and
skills of the individual. The introduction of performance related salaries
would also be an additional motivation for committed personnel (Hosek, 2005).
HRM strives to achieve organizational goals and the
goals of employees through effective personnel programs policies and
procedures. Successful performances of the personnel function can greatly
enhance the bottom line of any organization. The personnel practitioners
however are challenged more today than at any time in the history by a changing
and more demanding labor force that has high expectation about the work place.
At the same time, rapidly advancing technologies and outside influences are
changing the nature of our jobs. It is thus more critical and more difficult to
maintain a work environment that motivates and satisfies human resources (Paré
2001, De Cenzo, 1996).
Flippo (1875) states: "personnel management is
the planning, organizing, directing and controlling of the procurement,
development compensation, integration, maintenance and separation of human
resources to the end that individual, organizational and societal objectives
are accomplished.
Cascio (2006) states that, "Compensation
which includes direct cash payment, indirect payments in the form of employee
benefits and incentives to motivate employees to strive for higher levels of
productivity is a critical component of the employment relationship.
Compensation affected by forces as diverse as labor market factors. Collective
bargaining, government legislation and top management philosophy regarding pay
and benefits".
2.6.3 Promotion practices
Transparency, regularity and fairness must be hallmarks
of personnel decisions not only at the top of the Police Force, but at all
ranks. Many police officers, at all ranks, owe their positions not to their
academic qualifications or to their performance on the job, but rather to the
patronage of powerful individuals both inside and outside the police force.
(Kenya Police Service Strategic Plan, 2003-2007).
One strategy for reaching higher goals and
development is motivation Employees who are motivated produce a higher quality
of work and effectiveness which means that motivation is a key factor for
progress within an organization or business. A profound knowledge of motivation
and its meaning is therefore essential for success and development (Paré 2001,
De Cenzo, 1996).
A police force that abides by clear criteria for
recruitment and promotion reduces greatly opportunities for interference in its
operations and levels of motivation. Equally important is the selection of
appropriate promotion criteria. A police force that promotes officers based,
for example, on the number of arrests they have made will provide quite a
different kind of service to the public than a police force whose criteria for
promotion emphasize, for example, investigative techniques, ability to
communicate effectively with civilians, and integrity. Promoting from within is
good business practice and has been shown to be a powerful employee motivator.
Internal promotion policies can generate loyalty through the recognition of
individual merit and improved morale by fulfilling employees’ need for
increased status. The traditional way of promotion by years of service and
completion of police law exams builds a spirit of dormancy and a don’t care
attitude. As long as the individual personnel is assured of being the next on
line for promotion, then there is no need of working hard. This de motivates
those hardworking and also the committed personnel. The traditional values such
as discipline, subordination and obedience (obey/ act first and ask questions
later) are experiencing a loss in significance in modern society and are being
replaced by the demand to participate in issues affecting an organization.
Keeping the records clean with no entry of indiscipline (‘must not have had a
disciplinary conviction in the past six months’) as being the determining
factor for one to qualify for promotion is not enough and thus the need to
consider the levels of individual performance. There should be a fair and
equitable way of rating the personnel.
The ratings should be based upon observations or empirical data in
relationship to a set of predefined standards (Kenya Police Service Strategic
Plan, 2003-2007).
CHAPTER THREE
3.0 Research Methodology
3.1Introduction
This
chapter gives details regarding the procedures and the methodology that was used in conducting the
study. The researcher therefore is presents the research
design, the target population, samples and sampling procedures, instruments or
tools used to collect data, data analysis and techniques.
3.2 Research Design
The researcher used the descriptive research method to assess the effect
of levels of motivation on employees. The method is convenient and economical
since it does not involve a lot of time and financial resources.
3.3 Target Population
The
population of interest comprised of 400 personnel who are based at General
Service Unit headquarters in Ruaraka (The Unit police and Garrison Section).
This number was obtained from the Unit registry (2011).
3.4 Samples and Sampling Procedures
A sample of 40 officers was chosen and it consisted of employees who were picked as a
representative of the whole. The sample
design that was used is stratified random sampling. The officers were stratified
based on ranks as shown in Table 3.1. The merit of this sample design was to
achieve the desired representation from various sub groups (from unit and
garrison sections) in the population.
Table 3.1: Sample Size
Rank
|
Population Frequency
|
Percentage (10%)
|
Inspectors
|
50
|
5
|
Sergeants
|
80
|
8
|
Corporals
|
120
|
12
|
Constables
|
150
|
15
|
Total
|
400
|
40
|
3.5 Instrumentation
The
tools that were used to collect data were the questionnaires. This was a compilation
of relevant questions to the study that was taken and was made up of closed
ended questions. The advantage of using them is that they are free from the
bias of the researcher and the respondents have adequate time to give well
thought answers.
3.6 Data Collection
This
process involved both primary and secondary methods of data collection. Primary
data was obtained from questionnaires which were hand delivered to the
respondents who were expected to fill them within a day and then return them.
Secondary data was obtained from the library, journals and the internet amongst
other sources.
3.7 Data Analysis and Technique
After
field work, the questionnaires were coded for completeness, keyed in a
computer, analyzed using statistical package for social sciences (SPSS) and
presented using, bar graphs, histograms, pie charts and percentages.
CHAPTER FOUR
4.0 DATA ANALYSIS AND
INTERPRETATION
This chapter presents an analysis of data and interpretation of the
findings. Descriptive statistics and cross tabulation were used to describe the
key variables of interest to this study.
4.1 Background Information
The study targeted forty (40) respondents but only 38
responded resulting in a response rate of 95% which was considered adequate for
the study.
4.1.1 Age
All the respondents were male and a majority (24)
fell in the age bracket of 20 to 30 years as shown in Table 4.1. This means
that most of the employees in Kenya police force (GSU) are youthful and might
have more of physiological needs as stipulated by Abraham Maslow (Physiological
needs: The basic physical needs for sustaining the human life. For example
food, water, sleep, medicine, education (Shah, K. and Shah, P.J. et al.,2007;
Latham and Ernst et al., 2006).
|
Table 4.1: Age and Gender
Cross Tabulation
|
|
AGE
|
GENDER
|
|
MALE
|
Total
|
|
|
20-30 Years
|
24
|
24
|
|
31-40 Years
|
13
|
13
|
|
41-50 Years
51and above
|
1
0
|
1
0
|
|
Total
|
38
|
38
|
4.1.2 Marital Status
Of those interviewed, 68.4% were married while 31.6% single as shown in
table 4.2. The married respondents are assumed in the study to have financial
obligations necessitating the organization to motivate them with financial
incentives so as to effectively cater for their financial needs.
|
Table 4.2: Marital Status
|
|
Marital Status
|
Frequency
|
Percentage
|
Valid
Percentage
|
Cumulative Percentage
|
|
|
Married
|
26
|
68.4
|
68.4
|
68.4
|
|
Single
|
12
|
31.6
|
31.6
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
Figure
4.1: Marital Status
4.1.3
Years of Service
On the question of years of service, a
majority of the respondents (71.1%) had worked from 1-12 years as per Table 4.3.
This implies that this age group is the most active at work, has aspirations
for career development and hence must be well motivated to achieve the same.
|
Table 4.3: Years of Service
|
|
|
Years of Service
|
Frequency
|
Percentage
|
Valid Percentage
|
Cumulative Percentage
|
|
|
Less Than 1 Year
|
2
|
5.3
|
5.3
|
5.3
|
|
1-12 Years
|
27
|
71.1
|
71.1
|
76.3
|
|
13-24 Years
|
9
|
23.7
|
23.7
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
Figure 4.2: Years of Service
4.1.4 Education Level
From the
research, a majority of officers (60.5%) were found to have attained secondary
level education. This indicates that there is a dire need to facilitate for a
well educated and knowledgeable workforce which in return would be easy to
motivate.
|
Table 4.4: Education Level
|
|
Education Level
|
Frequency
|
Percentage
|
Valid Percentage
|
Cumulative Percentage
|
|
|
College
|
8
|
21.1
|
21.1
|
23.7
|
|
Secondary
|
23
|
60.5
|
60.5
|
84.2
|
|
University
|
6
|
15.8
|
15.8
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
Figure 4.3: Education Level
4.1.5 Rank Held
The research sought to find whether rank held
had any relationship with low motivation among police officers. The findings
were that most officers were police constables (63.2%) which are the least paid
and lowest in rank which is an indication that they comprise a majority in the
force, are responsible for carrying out most tasks thus the need to ensure that
they are highly motivated to perform their duties.
|
Table 4.5:
Rank Held
|
|
Rank Held
|
Frequency
|
Percentage
|
Valid Percentage
|
Cumulative Percentage
|
|
|
Police constable
|
24
|
63.2
|
63.2
|
65.8
|
|
Police corporal
|
4
|
10.5
|
10.5
|
76.3
|
|
Police inspector
|
5
|
13.2
|
13.2
|
89.5
|
|
Police sergeant
|
4
|
10.5
|
10.5
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
4.1.6 Years of Service versus Rank Held
Table 4.6 shows that the majority 63.2% of the respondents are police
constables having served for a period of 1-12 years. The table further shows
that under the same age category, there are 3 police inspectors and 3 police
corporals. Whereas the majority of the respondents are in the same age group,
very few are in top ranks, implying unfairness and inconsistency in application
of promotion practices.
Table
4.6: Years of Service versus Rank.
|
Years
Of Service
|
Police Constable
|
Police Corporal
|
Police Inspector
|
Police Sergeant
|
Total
|
|
|
Less Than 1 Yr
|
2
|
0
|
0
|
0
|
2
|
|
1-12 Yrs
|
20
|
3
|
3
|
0
|
27
|
|
13
|
2
|
1
|
2
|
4
|
9
|
|
Total
|
24
|
4
|
5
|
4
|
38
|
4.1.7
Education Level versus Years of Service
A cross
tabulation of education level and years of service indicates that most of the
respondents had attained up to secondary level of education only and worked for
between 1-12 years of service as shown in Table 4.7. This is interpreted to
mean that there is a low literacy level in the force which might contribute to
low levels of job satisfaction, as they are unable to rise to higher ranks.
Table 4.7: Education Level
versus Years of Service
|
Education Level
|
Years Of Service
|
|
Less Than 1 Year
|
1-12 Years
|
13-24 Years
|
Total
|
|
|
College
|
2
|
5
|
1
|
8
|
|
Secondary
|
0
|
15
|
8
|
23
|
|
University
|
0
|
6
|
0
|
6
|
|
Total
|
2
|
27
|
9
|
38
|
4.2 Motivation in the police force
The study sought
to find out whether or not the police force recognizes the importance of
motivation.
4.2.1 The Police Force Recognizes the
Importance of Motivation for Its Officers
In relation to motivation, 31.6% agreed that the
force recognizes the importance of motivation for it’s officers whereas 65.8%
disagreed. This is an indication that the police force still needs to do much
towards motivation of it’s officers.
|
Table 4.8: View On
Importance Of Motivation
|
|
|
|
Frequency
|
Percentage
|
Valid Percentage
|
Cumulative
Percentage
|
|
|
No
|
25
|
65.8
|
65.8
|
68.4
|
|
Yes
|
12
|
31.6
|
31.6
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
Figure 4.4: View
on Importance of Motivation
4.2.2 Levels
of Motivation in the Police Force
On individual ratings on the levels of motivation,
47.4% felt that the levels were fair, 2.6% good whereas 50% felt that the
levels were poor. This is an indication that there is much to be done so as to
improve the individual levels of motivation for police officers.
|
Table 4.9: Rate of
Levels of Motivation
|
|
|
|
Frequency
|
Percentage
|
Valid Percentage
|
Cumulative Percentage
|
|
|
Fair
|
18
|
47.4
|
47.4
|
47.4
|
|
Good
|
1
|
2.6
|
2.6
|
50.0
|
|
Poor
|
19
|
50.0
|
50.0
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
4.2.3 Whether
the Police Force Values Working Conditions, Remuneration and Promotion
Practices
From table 4.10, 15.8% agrees that the police force
values working conditions as a motivator at work, when this is compared with
31.6% who disagree and 44.7% who strongly disagree, it is very evident that
very little has been done towards improving the working conditions of police
officers and also a failure to recognize the importance of working conditions
as a motivator in the work place is evident in the force.
|
Table 4.10: Value Of
Work Conditions
|
|
|
|
Frequency
|
Percentage
|
Valid
Percentage
|
Cumulative
Percentage
|
|
|
Agree
|
6
|
15.8
|
15.8
|
18.4
|
|
Disagree
|
12
|
31.6
|
31.6
|
50.0
|
|
Strongly Disagree
|
17
|
44.7
|
44.7
|
94.7
|
|
Uncertain
|
2
|
5.3
|
5.3
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
Figure 4.5:
Value of Working Conditions
On remuneration, 23.7% agrees that the police force
values remuneration as a motivating factor whereas 2.6% strongly agrees on the
same. This is in contrast with a majority who disagree 28.9% and 31.6% who
strongly disagree which is an indication that remuneration levels still play a
big role as a de motivator in the police force.
|
Table 4.11: Value Of
Remuneration
|
|
|
|
Frequency
|
Percentage
|
Valid
Percentage
|
Cumulative
Percentage
|
|
|
Agree
|
9
|
23.7
|
23.7
|
23.7
|
|
Disagree
|
11
|
28.9
|
28.9
|
52.6
|
|
Strongly Agree
|
1
|
2.6
|
2.6
|
55.3
|
|
Strongly
Disagree
|
12
|
31.6
|
31.6
|
86.8
|
|
Uncertain
|
5
|
13.2
|
13.2
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
Figure 4.6: Value
of remuneration
Promotion practices play a big role in motivating
employees to work towards attaining higher ranks at the work place. From table 4.12,
it is evident that something has been done towards the same in the police force
as 36.8% agree, 2.6% strongly agree when compared with 13.2 % who disagree and
23.7 who strongly disagree but factoring the 21.1% who are uncertain, this is
an indication that there is still much that needs to be done to make sure that
police officers are motivated to work towards attaining higher ranks.
|
Table 4.12: Value Of
Promotion Practices
|
|
|
|
Frequency
|
Percentage
|
Valid
Percentage
|
Cumulative
Percentage
|
|
|
Agree
|
14
|
36.8
|
36.8
|
39.5
|
|
Disagree
|
5
|
13.2
|
13.2
|
52.6
|
|
Strongly Agree
|
1
|
2.6
|
2.6
|
55.3
|
|
Strongly Disagree
|
9
|
23.7
|
23.7
|
78.9
|
|
Uncertain
|
8
|
21.1
|
21.1
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
Figure 4.7:
Value of Promotion Practices
4.2.4 Whether
Working Conditions in the Police Force Are Conducive or not
A majority of police officers are of the view that
the working conditions are un conducive (94.7%) when compared to 2.6% who feel
that they are conducive. This is a clear indication that un conducive working
conditions have played a very big role in de motivating police officers to
serve in the Kenya police force.
|
Table 4.13: Are Work
Conditions Conducive Or Not?
|
|
|
|
Frequency
|
Percentage
|
Valid
Percentage
|
Cumulative
Percentage
|
|
|
No
|
36
|
94.7
|
94.7
|
97.4
|
|
Yes
|
1
|
2.6
|
2.6
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
4.2.5 Effects
of Working Conditions On Motivation Towards Serving In The Kenya Police Force
On whether working conditions motivate police
officers to continue serving in the police force, 23.7% disagreed, 47.4%
strongly disagreed whereas 15.8% were uncertain. With no officers agreeing that
working conditions motivate them to continue serving in the police force, this
is a clear indication that working conditions totally de motivates officers in
their work place.
|
Table 4.14: Working
Conditions Motivates Me to Serve in The KPF
|
|
|
|
Frequency
|
Percentage
|
Valid
Percentage
|
Cumulative
Percentage
|
|
|
Disagree
|
9
|
23.7
|
23.7
|
36.8
|
|
Strongly Disagree
|
18
|
47.4
|
47.4
|
84.2
|
|
Uncertain
|
6
|
15.8
|
15.8
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
From Table 4.14, it is very evident that irrespective
of existence of un conducive working conditions, a majority of police officers
are still willing to continue serving in the police force with 15.8% being
uncertain, 26.3% agreeing, 5.3% strongly agreeing, 26.3% disagreeing and 23.7%
strongly disagreeing that working conditions push them to terminate their
services in the Kenya police force. This can be interpreted to mean that if
necessary changes are done to the working conditions, then police officers will
be highly motivated to work in the force and serve the country they have sworn
to defend at all times.
|
Table 4.15: Working
conditions Push Me To Terminate My Services in KPF
|
|
|
|
Frequency
|
Percentage
|
Valid
Percentage
|
Cumulative
Percentage
|
|
|
Agree
|
10
|
26.3
|
26.3
|
28.9
|
|
Disagree
|
10
|
26.3
|
26.3
|
55.3
|
|
Strongly Agree
|
2
|
5.3
|
5.3
|
60.5
|
|
Strongly Disagree
|
9
|
23.7
|
23.7
|
84.2
|
|
Uncertain
|
6
|
15.8
|
15.8
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
4.2.6
Remuneration in the Kenya Police Force
The researcher
sought to find out how officers rated remuneration in the force. From table 4.17,
there was no officer who indicated that remuneration is either excellent or
adequate, but 55.3% indicated that it is fair and 44.7% unfair.
This is a reflection of how poorly officers in KPF
are remunerated and thus struggle to meet even their basic needs. This also
necessitates the need to address the issue of poor remuneration so as to
motivate officers to work as expected of them.
|
Table 4.16: How Is
Remuneration in KPF?
|
|
|
|
Frequency
|
Percentage
|
Valid
Percentage
|
Cumulative
Percentage
|
|
|
Fair
|
21
|
55.3
|
55.3
|
55.3
|
|
Unfair
|
17
|
44.7
|
44.7
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
4.2.7 View on
Remuneration
When asked whether the current remuneration is
adequate, 18.4% agreed, 2.6% strongly agreed, 23.7% disagreed, 42.1% strongly
disagreed and 13.2% were uncertain. This shows that the current remuneration is
a setback to motivation in the police force.
|
Table 4.17: I Feel
Adequately Remunerated
|
|
|
|
Frequency
|
Percentage
|
Valid
Percentage
|
Cumulative
Percentage
|
|
|
Agree
|
7
|
18.4
|
18.4
|
18.4
|
|
Disagree
|
9
|
23.7
|
23.7
|
42.1
|
|
Strongly Agree
|
1
|
2.6
|
2.6
|
44.7
|
|
Strongly Disagree
|
16
|
42.1
|
42.1
|
86.8
|
|
Uncertain
|
5
|
13.2
|
13.2
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
.
The study also
sought to find out whether the current remuneration motivates police officers
to perform better while at work. From Table 4.18, 21% agreed, 2.6% strongly
agreed, 36.8% disagreed, 28.9% strongly disagreed and 10.5% were uncertain.
This shows that the current remuneration is a big blow to motivation and to
improved performance thus implying that issues of remuneration must be
addressed to so as to help boost performance and motivation of police officers.
|
Table 4.18:
Remuneration Motivates Me To Perform Better.
|
|
|
|
Frequency
|
Percentage
|
Valid
Percentage
|
Cumulative
Percentage
|
|
|
Agree
|
8
|
21.1
|
21.1
|
21.1
|
|
Disagree
|
14
|
36.8
|
36.8
|
57.9
|
|
Strongly Agree
|
1
|
2.6
|
2.6
|
60.5
|
|
Strongly Disagree
|
11
|
28.9
|
28.9
|
89.5
|
|
Uncertain
|
4
|
10.5
|
10.5
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
When asked whether an increase in salary would
motivate one to work harder, an overwhelming majority responded positively to
the question where 34.2% agreed and 52.6% strongly agreed. 5.3% disagreed, 2.6%
strongly disagreed and 5.3% were uncertain. This shows that a salary increment
would really boost the motivation levels in the police force, improve their
performance and commitment to execute tasks and assignments delegated to them
willingly and as expected of them
|
Table 4.19: Increase
In Salary Would Motivate Me To Work
Harder
|
|
|
|
Frequency
|
Percentage
|
Valid
Percentage
|
Cumulative
Percentage
|
|
|
Agree
|
13
|
34.2
|
34.2
|
34.2
|
|
Disagree
|
2
|
5.3
|
5.3
|
39.5
|
|
Strongly Agree
|
20
|
52.6
|
52.6
|
92.1
|
|
Strongly Disagree
|
1
|
2.6
|
2.6
|
94.7
|
|
Uncertain
|
2
|
5.3
|
5.3
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
4.2.8
Promotion practices
The researcher sought to find out how the respondents
perceived police promotion practices. 2.6% said that they are good, 39.5% fair,
36.8% unfair and 21.1% very unfair. This indicates that the traditional way of
promotion based on seniority and completion of police law examinations has not
worked out in motivating police officers to seek for higher ranks in the force.
|
Table4.20: View On
Promotion Practices
|
|
|
|
Frequency
|
Percentage
|
Valid
Percentage
|
Cumulative
Percentage
|
|
|
Fair
|
15
|
39.5
|
39.5
|
39.5
|
|
Good
|
1
|
2.6
|
2.6
|
42.1
|
|
Unfair
|
14
|
36.8
|
36.8
|
78.9
|
|
Very unfair
|
8
|
21.1
|
21.1
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
When asked whether promotion practices would motivate
one towards attainment of a higher rank, a majority responded positively (yes
55.3%) and 44.7% No indicating that proper promotion practices would really
boost motivation levels in the police force.
|
Table 4.21: Do Proper
Promotion Practices Motivate You Towards Attainment Of A Higher Rank?
|
|
|
|
Frequency
|
Percentage
|
Valid
Percentage
|
Cumulative
Percentage
|
|
|
No
|
17
|
44.7
|
44.7
|
44.7
|
|
Yes
|
21
|
55.3
|
55.3
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
When asked to indicate the criteria that one would
recommend for use during promotion practices, a vast majority indicated that
police law examinations should be de linked from the promotion practices with
no respondent recommending their use, 31.6% recommending use of seniority, 26.3
% academic qualifications, 23.7% done by an independent body and 18.4% based on individual performance. This
indicates lack of confidence on any criteria that has an input from the seniors
(rank wise), that is police law examinations (there is poor and unfair marking)
and individual performance (which would still be determined by the same
seniors).
|
Table4.22: Criteria
For Use During Promotion
|
|
Based on
|
|
Frequency
|
Percentage
|
Valid
Percentage
|
Cumulative
Percentage
|
|
|
Academic qualifications
|
10
|
26.3
|
26.3
|
26.3
|
|
Done by an Independent
body
|
9
|
23.7
|
23.7
|
50.0
|
|
Individual performance
|
7
|
18.4
|
18.4
|
68.4
|
|
Seniority
|
12
|
31.6
|
31.6
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
4.2.9 The variable that would motivate
police officers to perform as expected if properly attended to.
The study
revealed that if issues related to remuneration were properly attended to,
motivation of police officers would significantly improve but this would be
much better if also the working conditions were improved and promotion
practices not being valued much. This is evident from Table 4.23, with
remuneration attracting a majority of respondents 63.2%, working conditions
31.6% and proper promotion practices 5.3%. This further shows that police
officers are poorly remunerated which is evident from the majority of
respondents (63.2%) indicating that the largest de motivator in the police
force is poor remuneration which calls for an urgent address on the same.
|
Table 4.23: Variable
That would Motivate Performance If
Properly Attended To
|
|
|
|
Frequency
|
Percentage
|
Valid
Percentage
|
Cumulative
Percentage
|
|
|
Proper promotion
practices
|
2
|
5.3
|
5.3
|
5.3
|
|
Remuneration
|
24
|
63.2
|
63.2
|
68.4
|
|
Working conditions
|
12
|
31.6
|
31.6
|
100.0
|
|
Total
|
38
|
100.0
|
100.0
|
|
Figure 4.8: Variable That Would Motivate
Performance If Properly Attended To
CHARPTER FIVE
5.0 INTRODUCTION
This chapter
contains a summary of findings and conclusions from data collected and analyzed
in chapter four.
5.1 Summary of findings
The overall
purpose of the study was to investigate on the factors that influence employee
motivation in the police force. In relation to this study was also the need to
find out the most important motivation and satisfaction factors for police
officers, the causes that make them to remain and the main reasons for leaving
the police force, understanding their motivation needs and what can be done to
lower turnover and retain employees by satisfying their needs as much as is
reasonable. The specific objectives were to investigate the effects of working
conditions, remuneration levels and promotion practices on levels of
motivation.
5.1.1 Findings on effects of working
conditions on levels of motivation
The study
revealed that a majority of police officers are of the view that working
conditions are un conducive and do not motivate police officers to serve in the
police force. The study further revealed that that irrespective of existence of
un conducive working conditions, a majority of police officers were still
willing to continue serving in the police force.
5.1.2 Findings on the effects of remuneration
on levels of motivation
The study
established that that the current remuneration does not motivate police
officers to perform better while at work. When asked whether an increase in
salary would motivate one to work harder, an overwhelming majority responded
positively to the question.
5.1.3 Findings on the effects of promotion
practices on levels of motivation
The study established that when asked whether proper
promotion practices would motivate one towards attainment of a higher rank, a
majority responded positively to the question. The respondent’s perception on
police promotion practices is that they are unfair showing that the traditional
way of promoting based on seniority, completion of police law examinations and
year of establishment is a big blow to motivating police officers both at work
and in an effort to climb up the career ladder.
5.1.4 Findings
on the variable that would motivate police officers to perform as expected if
properly attended to
The study
revealed that if issues related to remuneration were properly attended to,
motivation of police officers would significantly improve but this would be
much better if also the working conditions were improved and promotion
practices also attended to.
5.2 Conclusion
In conclusion the
study shows that a majority of police officers were of the view that working
conditions are un conducive and thus do not motivate police officers to
continue serving in the police force. Dangerous and stressful incidences at
work, working for long hours without overtime pay, working on public holidays,
weekends and nights not forgetting that a majority are married adds more
negativity on motivation levels in the police force.
Majority of police officers also felt that
remuneration is neither adequate nor competitive but fair and with a
considerable number saying that it is unfair. This de motivates performance and
leaves officers unable to meet their financial obligations since the salaries
are hardly enough to meet their expenses also.
The manner in
which promotion practices are carried out de motivates police officers since
lack of transparency, fairness, merit, and the role of powerful individuals
both outside and inside the police force is what characterizes them. This
transforms to incompetent and unqualified individuals rising up the ranks and
thus being agents of poor management practices and in effectiveness.
The respondents were very categorical in the way they
ranked the three variables in order of how they value them (remuneration,
working conditions and promotion practices) with remuneration taking the top
slot, followed by working conditions and promotion practices taking the third
position.
5.3
Recommendations
For the police
force to attain its goals in maintenance of law and order, preservation of
peace, protection of life and property, prevention and detection of crime,
apprehension of offenders and the enforcement of all laws and regulations with
which it is charged, it must realize and appreciate the role of motivation in
enabling its officers facilitate attainment of the same goals.
The government
should re visit, review and address issues of remuneration of police officers.
The remuneration strategy is one link in a chain of HR initiatives and
processes that support each other and the organization. The police force lacks
incentive schemes, integrated policies, processes and practices for rewarding
their employees in accordance with their contribution, skills, competence and
their market worth and thus should be introduced. Introduction of incentive
schemes is vital since such schemes would help to increase the commitment of
the employees to the organization since they feel being considered thus
enabling them cultivate and develop good behavior that will contribute to the
achievement of the organization objectives. Incentive schemes necessary to
encourage and steer officers towards expected performance must therefore be
established and tailor made to suit the unique nature of police work. It has
also been found that salaries and benefits also are important for maintaining
the employees from leaving their current jobs (Bennett et al., 2006,
Gill et al., 2001).
The police force must embark on provision of
essential services for its officers which include provision of proper housing
and sanitation, proper uniforms, bullet proof vests, proper insurance cover,
proper and adequate compensation for officers injured in the line of duty and
adequate compensation to families of officers who lose their lives in the line
of duty, access to counseling services due to stress that results from the
risky nature of police work. Clear and appropriate criteria for deployment
within the police force need to be established to avoid situations where
powerful individuals inside and outside the police service may find it
particularly easy to "punish" disfavored police officers by
effectuating their transfer to undesirable postings. The Government must of
necessity be committed to investing sufficiently to increase the number of
police staff. However, increased numbers of officers alone is not all. There is
need to make the best use of police officers and ensure that they are deployed
to maximum advantage.
The police force must ensure that promotion practices
helps obtain the best talent available within the force and thus provide police
officers with an opportunity to advance in their careers in accordance with the
available opportunities and individual abilities and qualifications.
Transparency, regularity and fairness must be hallmarks of personnel decisions
not only at the top of the Police Force, but at all ranks.
Emphasis needs
to be placed on establishing clear and appropriate criteria both for
recruitment and promotion within the force. Formulation of policies and
guidelines for promotion should be established so as to motivate officers to
strive towards attainment of expected performance standards. One strategy for
reaching higher goals and development is motivation. A police force that abides
by clear criteria for recruitment and promotion reduces greatly opportunities
for interference in its operations and levels of motivation.
5.4 Limitations of the Study
The most
significant limitation was that most officers were not willing to voluntarily
offer the necessary information by filling in the questionnaires. This obstacle
was overcome by properly explaining to them the real motive of the study and
convincing them that confidentiality and anonymity was highly guaranteed.
5.5
Recommendation for Further Research
It was observed that very little study has been done
on motivation in the Kenya police force thus it’s hereby recommended that
further research is done on the same.
REFERENCES
Armstrong, M. (2006), A handbook of Human Resource
Management Pracice-10th edition-London
Agarwal, Ritu and Ferratt, Thomas W. (1998),
‘Recruiting, Retaining, and Developing IT Professionals: An Empirically Derived
Taxonomy of Human Resource Practices’,CPR98 Boston MA, USA
Bowen, B.R. (2000), Recognizing and Rewarding
Employees, McGraw-Hill Professional Book Group, EBook, Blacklick, OH, USA
Burgess, T. F., Dr. (2001), ‘Guide to the Design of
Questionnaires’, Information Systems Services, University of Leeds, Edition
Colin, P. (1995), Motivating your Organization:
Achieving Business Success through Reward and Recognition, McGraw-Hill Book
Company Europe, England
De Cenzo, David A. and Robbins, Stephen P. (1996)
Human Resource Management, John Wiley & Sons, Inc., New York, Chichester, Brisbane,
Toronto, Singapore.
Dubrin, Andrew J. (2004) Leadership: Research
findings, Practice, and Skills, Houghton Mifflin Company, New York.
Gill, Brian and Banks Didduck, Anne (2001) IT
staffing and Retention: A success Story
Herzberg, F. (1974), Motivation-Hygiene Profiles:
Pinpointing what ails the organization. Organizational
Dynamics, 3 (2)
Kenya Police
Service Strategic plan, 2003-2007.
Latham, G.P. and
Ernst, C.T. (2006), ’Keys to motivating tomorrow’s workforce’, Human Resource
Management Review
Maslow, A. H. (1999), A Theory of Human Motivation,
In M. T. Matteson, & J. M. Ivancevich (Eds.), Management &
Organizational Behavior
McGregor, D. M. (1999), The Human Side of Enterprise.
In M. T. Matteson, & J. M. Ivancevich, Management & organizational
Behavior Classics
Paré, G., Tremblay, M., and Lalonde, P. (2001), ‘Workforce
Retention: What Do IT Employees Really Want?’, SIGCPR 2001 San Diego, CA, USA
Quick, T. L. (1988), Expectancy Theory in Five Simple
Steps, Training & Development Journal
Smith, R., Jayasuriya, R., Caputi, P., & Hammer,
D. (2008), Exploring the role of goal theory in understanding training motivation,
International Journal of Training and Development
Stum, D. L. (2001), Maslow revisited: building the
employee commitment pyramid. Strategy & Leadership
Tarver, Lisa R., Godkin, Lynn (2005),’Employee
Motivation: Intrinsic Motivation vs. Extrinsic Rewards’, Lamar University
Wayne F. C. (2006), Managing Human Resource
Development
APPENDIX 1
QUESTIONNAIRE
QUESTIONNAIRE ON “AN INVESTIGATION OF THE
FACTORS THAT INFLUENCE EMPLOYEE MOTIVATION IT THE KENYA POLICE FORCE”. (CASE
STUDY OT THE GENERAL SERVICE UNIT)
INSTRUCTIONS
Kindly complete
all the questions by ticking in the boxes.
SECCTION ONE: RESPODENTS PROFILE
1.
What is you gender?
Male
[ ]
Female [ ]
2.
What is your age bracket?
20-30 Years
[ ]
31-40 Years [ ]
41-50 Years
[ ]
51 Years and Above
[ ]
3.
What is your marital status?
Married
[ ]
Single
[ ]
Divorced [ ]
Widowed
[ ]
4.
How long have you served in the Police force?
Less than one year [ ]
1-12 years
[ ]
13-24 years
[ ]
Over 25 years
[ ]
5.
What is your educational level?
Primary level
[ ]
Tertiary level [ ]
Secondary level
[ ]
College level
[ ]
University level
[ ]
6.
Which rank do you hold?
Police constable
[ ]
Police corporal [ ]
Police sergeant
[ ]
Police inspector
[ ]
SECTION TWO: MOTIVATION IN THE POLICE FORCE
7.
In your own view, does Kenya police force recognize the
importance of motivation for its officers?
Yes [ ]
No
[ ]
8.
How do you rate the levels of motivation in the police
force?
Excellent
[ ]
Good
[ ]
Fair
[ ]
Poor
[ ]
9.
Does Kenya police force value the following factors in
the work place?
Use
the criteria below to tick where appropriate.
Strongly disagree { SD}
Disagree { D }
Uncertain { U }
Agree { A }
Strongly agree { SA }
|
SD
|
D
|
U
|
A
|
SA
|
Working conditions
|
|
|
|
|
|
Remuneration
|
|
|
|
|
|
Promotion practices
|
|
|
|
|
|
10. Are
the working conditions in the Kenya police force conducive?
Yes
[ ]
No
[ ]
11. What
is the effect of the working conditions on your motivation towards serving in
the Kenya police force? Use the criteria below to tick where appropriate.
Strongly disagree { SD}
Disagree { D }
Uncertain { U }
Agree { A }
Strongly agree { SA }
View on working conditions
|
SD
|
D
|
U
|
A
|
SA
|
They motivate me to continue serving in the police force
|
|
|
|
|
|
They push me to terminate my services in the police force
|
|
|
|
|
|
They are very un conducive but I got no option
|
|
|
|
|
|
12. How
is remuneration in the KPF?
Excellent
[ ]
Adequate [ ]
Fair
[ ]
Unfair
[ ]
13. Use
the criteria below to tick where appropriate in the table.
Strongly disagree { SD}
Disagree { D }
Uncertain { U }
Agree { A }
Strongly agree { SA }
View on remuneration
|
SD
|
D
|
U
|
A
|
SA
|
I feel adequately remunerated for my services in the KPF.
|
|
|
|
|
|
The current remuneration motivates me to perform better.
|
|
|
|
|
|
An increase in my salary would motivate me to work harder.
|
|
|
|
|
|
14. How
are the promotion practices in the KPF?
Good [ ]
Fair
[ ]
Unfair
[ ]
Very unfair
[ ]
15. Do
the promotion practices motivate you to work towards attainment of a higher
rank?
Yes [ ]
No
[ ]
16. What criteria would you recommend for
use during promotion?
Based on seniority (year of
enlistment) [ ]
Based on individual performance
[ ]
Based on police law examinations
[ ]
Based on ones academic
qualifications [ ]
Done by an independent body
[ ]
SECTION THREE
17. Among
these conditions, which one would motivate you to perform as expected if
properly attended to?
(a)
Working conditions
[ ]
(b)
Remuneration
[ ]
(c)
Proper promotion practices [ ]
Thanks for taking part in this research
project.
