chapter 7 work culture - police constables at police...
TRANSCRIPT
318
Chapter 7
Work Culture - Police Constables at Police Stations
7.1 Introduction
7.2 Importance of Healthy Work Culture to Police Constables
7.3 Work Culture of Police Constables at Police Station
7.4 Hypotheses Testing
7.5 Conclusion
319
Chapter 7
Work Culture - Police Constables at Police Stations
7.1 Introduction
The Bombay Police Manual, 1959, states that the constabulary in each district
is divided into two branches, the armed and the unarmed. The main functions of the
armed police are to escort, guard and reserve duties whereas the men of the unarmed
police, after training as policemen, will be required to devote their energies and
intelligence to promotion and detection of crime. Police constabulary consists of
about 80 percent of the total work force in the police department. They are no doubt
the backbone of police force as they come into the contact of public including the
complainants and criminals. As stated by Kelling,323
police department has two
separate cultures. The culture of police constables is termed as cop culture. This
chapter intends to study the work culture of police constables at police station level.
The researcher has covered four categories at lower level police staff consisting head
constable, police naik, police constables and others like police shipais. The
questionnaire covered areas like personal background, organization related factors,
job satisfaction, attitude about the job and overall stress. This chapter provides details
of the responses of the police constables and testing the hypotheses on the basis of
statistical analysis of the data.
323
Kelling George, How to run a police department? City Journal, New York, Autum.1995.
320
7.2 Importance of Healthy Work Culture to Police
Constables
It is observed by experts, IPS officers and NPC that cop culture is important as
it directly affects the police image in the public. Thus the attitude, values and
behaviour of police employees at lower level management decides the perception of
public towards police. The work culture of police constables is influenced by
superiors, factors related to job satisfaction and policies like training, grievance
settlement, employee counseling, performance appraisal and other individual factors.
If non work culture becomes a practice among police constables, it will adversely
influence the performance and thereby the reputation of Mumbai police.
7.3 Work Culture of Police Constables at Police Station
Umranikar324
mentioned that NPC has its first report has rightly identified the
constable as the first object of reform, perform duties regarding discretion and
judgment. The constable’s behaviour determines the image of the police in the
country. Hence the NPC recommended that the constable should be made a
respectable functionary with due sense of values. He should be looked upon as a
potential investigating officer and be able to rise to a higher rank by showing his
worth in the performance of police test. It suggested ways and means of boosting the
morale of the constables by improving the working environment.
After his appointment as the Prime Minister, Shri Manmohan Singh had
addressed that 80 percent of the police personnel belong to the category of constables.
They should be provided with adequate housing facility and training to improve their
psychological and mental make-up.
324
Umranikar J. Y., Police Reforms in India, A Sisyphean Saga, Functional Review of India Police, A
Step towards good governance, Ameya Publications, 2009, p. 42.
321
Singh describes the condition of constables in India.325
He feels that they
should imbibe the constitutional values of our Republic, respect for diversity
inclusiveness and commitment of secular values. The crux of efficient policing is the
amiable and effective street presence of motivated and well framed constables. Long
and arduous hours of work without rest and recreation, continuous deployment under
extreme conditions of stress and strain, prolonged stagnation in the same rank,
inadequate pay structure etc. hamper the performance of the constabulary. The
suggestions by the author include limited hours of duty, outsourcing some non-core
police functions, reducing workload, entrusting with more important tasks like
investigation of minor offences to enhance the self-esteem of constable, adequate
housing facility in the vicinity of police station, providing a sense of security to the
family and change in uniform.
Sen326
states that NPC has also recommended higher educational
qualifications at the point of entry. Maximum pressure for police duties is on the
constabulary and it is they who get killed or injured in riots. Lot of police time is
wasted in miscellaneous duties with which the police have no immediate or distant
concern or connection e.g. entry of a goat into a house, checking driving license,
passes, I cards of college students, unclaimed dead bodies, etc. The police manpower
is wasted in areas not required or essential for actual police work. Unfortunately in
our country majority of the constables are illiterate. The role of constables is not
limited to being just lathi wielding robots. The Indian Criminal procedure code gives
powers to a constable to effect arrest without warrants, His other duties like beat
duties, shadowing of the suspects and collection of intelligence regarding crime and
criminal requires exercise of judgment, imagination, initiative, exercise of discretion
and interaction with public. However, there is a feeling among senior police
administration that educated constables tend to inject an element of indiscipline in the
hierarchical police set up because of inadequate promotional opportunities they
become frustrated.
325
Singh Joginder, Inside Indian Police, Gyan Publishing House, New Delhi, 2009, p. 24.
326 Sen Sankar, Indian Police Today, Ashish Publishing House, new Delhi, 1994, pp. 5-6.
322
Verma 327
explains the impact of British on police culture. He says that the
cultural practices evolved from the style of functioning that was promoted by the
colonial policies and administrative system of the British rules. The culture within the
organization was assiduously built to convey this impression and ensure that the
subjects never looked in the eyes of their rulers. Lower level police employees
respondents for the purpose of research consisted of four categories.
7.3.1 Profile of the Police Constables Covered under the Study
The study intends to know the profile of respondents on the basis of
designation, gender, educational background, monthly income, marital status, number
of family members, native place etc. The researcher believes that the basic cultural
values come from this background which are partly reflected in organization culture
and thereby work culture. The designations of the police employees at lower levels
are given in the table below.
Table 7.1: Designations of Police Constables
Sr. No. Designation No. Percentage
1 Head Constable 290 28.83
2 Police Naik 268 26.64
3 Police Constable 239 23.76
4 Others 209 20.78
Total 1006 100.00
Source: Compiled from primary data.
327
Verma Arvind, The Indian Police, A critical Evaluation, Regency Publications, New Delhi, 2005, p.
45.
323
Graph 7.1: Designations of Police Constables
Table 7.1 and Graph 7.1 show the total number of respondents and their
classification on the basis of designation. During the primary data collection, 1006
police employees were covered out of which 290 were Head constables, 268 were
Police naiks, 239 were police constables and 209 were others including Police shipais.
At the recruitment level, the educational qualifications are a pass in the 12th
standard examination. An increase in the number of educated youth entering the
police force would signify an improvement in the work culture. There are suggestions
to improve the education level to minimum graduation. The table below provides
information on the education of the respondents.
Table 7.2: Educational Qualifications of Police Constables
Sr.
No. Educational Qualifications No. Percentage
1 Undergraduate 530 53.75
2 Graduate 338 34.28
3 Any Other 115 11.66 Total 983 100.00
Source: Compiled from primary data.
290
268
239
209Head Constable
Police Naik
Police Constable
Other
324
Graph 7.2: Educational Qualifications of Police Constables
Table 7.2 and Graph 7.2 above show that majority that is 530 police
employees at lower levels were undergraduates. Out of 983 respondents, 338 were
graduates and the remaining 115 had qualifications other than graduation. Thus, the
researcher concludes that police constables lack a graduation and this is which is a
hindrance in developing an effective and healthy work culture.
The age of the police constables is an important parameter to decide work
culture. Police constables are more active on the field and require fitness and stamina
to work for 24 hours continuously in special circumstances. The researcher has given
the classification on the basis of age in the table below.
Table 7.3: Age of the Police Constables
Sr. No. Age No. Percentage
1 18-25 years 35 3.49
2 26-45 years 581 57.87
3 46-60 years 387 38.55
Total 1003 100.00
Source: Compiled from primary data.
530338
115
Undergraduate
Graduate
Any Other
325
Graph 7.3: Age of the Police Constables
It is very clearly reflected in Table 7.3 and Graph 7.3 that majority of the
respondents fall under the category of 26-45 years. Out of 1003 respondents, 581
were middle aged, 387 were between the age of 46-60 years and only 35 were in the
range of 18 to 25 years. So the majority of respondents are middle aged. There are
two generations working together with different culture.
Policing is a tough job. So it was obvious that fewer women join the force.
However, today the scenario is changing. There is an increase in the policewomen and
particularly as police constables as compared to police officers at higher level. The
researcher has made an attempt to get the response from both male and female
employees, which is shown in the following table.
Table 7.4: Gender Classification of the Police Constables
Sr. No. Gender No. Percentage
1 Male 945 94.31
2 Female 57 5.69
Total 1002 100.00
Source: Compiled from primary data.
35
581
38718-25 years
26-45 years
46-60 years
326
Graph 7.4: Gender Classification of the Police Constables
Table 7.4 and Graph 7.4 above indicate that there are more male police
constables covered under the study (945 out of 1003). The percentage of women
police constables is less which is 5.69 percent of total sample.
Marital status was categorized by the researcher as married/unmarried/
widowed/divorced/separated. Most of the respondents were married and thus were
concerned with the welfare of their family when on duty. Such classification is shown
in the table below.
Table 7.5: Marital Status of the Police Constables
Sr. No. Marital Status No. Percentage
1 Married 961 95.62
2 Unmarried 40 3.98
3 Widowed/Divorced/Separated 4 0.40
Total 1005 100.00
Source: Compiled from primary data.
945
57
Male
Female
327
Graph 7.5: Marital Status of the Police Constables
It is apparent from Table 7.5 and Graph 7.5 above that 95.62 percent of the
respondents are married and 3.98 percent were unmarried. The researcher observed
that only negligible that is only 0.4 percent were widowed, divorced or separated.
Following table indicates the monthly income of average police constables in
Mumbai police department. The researcher has asked the question related to income
to know whether they receive sufficient salary which acts as a financial incentive and
motivates them to render better performance. Mumbai police deserves better pay as
compared to other cities where the pressure of work is enormous.
Table 7.6: Monthly Income of the Police Constables
Sr. No. Monthly Income No. Percentage
1 Less than Rs.5000 4 0.41
2 Rs.5000-10000 39 3.98
3 Rs.10001-20000 553 56.49
4 Above Rs.20000 383 39.12
Total 979 100.00
Source: Compiled from primary data.
961
40 4
Married
Unmarried
Widowed/Divorced/Separated
328
Graph 7.6: Monthly Income of the Police Constables
Table 7.6 and Graph 7.6 explains the range of monthly income of the police
constables and others. Out of 979 respondents 553 constables were getting a monthly
salary in the range of 10,000 to 20,000 followed by 383 getting paid above rupees
20,000. Though the salary is decent, it is inadequate taking into consideration the cost
of living in Mumbai city. Out of the salary, house rent allowance is cut on regular
basis.
The following table shows that the respondents and their family members. The
researcher has felt the need to know the family members as it requires the
remuneration to cover food housing and education.
Table 7.7: Number of Family Members
Sr. No. No. of Family Members No. Percentage
1 More than 5 102 10.19
2 2 to 5 882 88.11
3 1 17 1.70
Total 1001 100.00
Source: Compiled from primary data.
4
39
553
383 Less than Rs.5000
Rs.5000-10000
Rs.10001-20000
Above Rs.20000
329
Table 7.7 above presents the information about the number of family
members. The majority that is 88 percent police constables have the family members
between 2 to 5. The researcher also collected the primary data about the native place
of the respondents which is represented by the following table. More the family
members, the housing and other requirements are more. This tempts to collect meager
bribes at constabulary level.
Table 7.8: Native Place of Police Constables
Sr. No. Native Place No. Percentage
1 In Maharashtra 992 98.71
2 Outside Maharashtra 13 1.29
Total 1005 100.00
Source: Compiled from primary data.
Graph 7.7: Native Place of Police Constables
Table 7.8 and Graph 7.7 show that 992 out of 1005 respondents are from the
state itself namely Maharashtra. Thus, the researcher believes that their work culture
is influenced by the culture of the state. Their mother tongue is Marathi and the
992
13
In Maharashtra
Outside Maharashtra
330
communication with public is also in Marathi. It is obvious because police is a state
subject and it is mandatory to recruit people from the state.
The police stations where respondents work is an important parameter in
deciding work culture. The researcher was interested in knowing whether the police
stations have certified with ISO, which is an indicator of standard performance. The
table below provides the information on the responses of the police constables.
Table 7.9: ISO Certification to the Police Station
Sr. No. ISO 900 Certification No. Percentage
1 Yes 163 16.63
2 No 817 83.37
Total 980 100.00
Source: Compiled from primary data.
Table 7.9 above indicates that 163 out of 980 respondents belonged to the
police stations having ISO certification. Apart from the above information through
primary data, the zones and names of the police stations were collected to provide a
balanced picture of sample survey. During the collection of primary data, it was also
found that a majority of the police constables came from a family background of the
police department. In other words, their father worked with the police department in
Maharashtra. However, according to majority of respondents, today the policy is not
encouraging to accommodate their children. The others said that the family had a
basic occupation of agriculture and they had a rural background. Some of the women
police constables were given the job in the department after the death of the husband.
7.3.2 Role and Application of Work Culture
Police employees including the police constables are expected to follow
certain codes of conduct which create work culture of the police department. In
Maharashtra and thereby Mumbai police, it is not allowed to form a police union. In
other words in Maharashtra, police union is not allowed after 2004. Thus many
constables feel that their rational demands are not met and they are provided with
331
secondary treatment as compared to other government departments. Fair treatment in
terms of remuneration, working conditions and treatment by superiors is what is
required to improve present work culture. All respondents said that the union does not
exist. The other parameter affecting a healthy work culture among police constables is
stress. The details about the analysis of stress are discussed in chapter 8. For majority
of the respondents, their work as a whole is quite stressful as it is shown in the
following table:
Table 7.10: Stress in Work Life as a Whole for Police Constables
Sr. No.
Overall stress in the work
YES
No.
YES
(%)
1 Quite stressful 471 47.58
2 Somewhat stressful 369 37.27
3 Moderately stressful 132 13.33
4 Relaxed 18 1.82
Total 990 100.00
Source: Compiled from primary data.
Graph 7.8: Stress in Work Life as a Whole for Police Constables
48%
37%
13%2%
1 2 3 4
332
Table 7.10 and Graph 7.8 indicate that about 47.58 percent of the respondents
felt that their work life is quite stressful. Out of 990 respondents, 369 said the job is
somewhat stressful, 132 felt that it is moderately stressful and only 1.82 said there is
no stress. They feel relaxed. The researcher thus concludes that majority of the police
constables work under stress which affects the work culture in Mumbai police
department.
7.3.3 Set of Principles Used by the Police Constables at Work
The researcher has studied the problem with an objective to identify the
principles followed by Mumbai police staff including police constables. The
principles guide the activities of the police constables at work. Discipline is one of the
most important principles of defense force including army and police. Non
compliance with rules and regulations leads to disciplinary action. Cox328
recollects
that when he used to return to his orderly room, there were half a dozen constables
who were brought up for punishment, sleeping on duty, disobedience of orders, and
absence without leave and so on. He also points out positive side of constables and
admitted that he experienced that men were well dressed and steady on parade.
Determined to preserve their self respect, perfectly disciplined He complimented that
vast majority of Indian policemen are not bad men. They were also zealous and
eminently faithful. There are various techniques followed by the police to ensure
discipline. When asked, the following responses were gathered as shown in the
following table:
328 Cox Edmund, Police and Crime in India, Manu Publications, New Delhi, 1910, p.189.
333
Table 7.11: Discipline with subordinates of Police Constables
Sr. No. Discipline with
subordinates YES NO
1 By issuing memos 79.64% 20.36%
2 Daily diary 91.62% 8.38%
3 Punitive action 73.33% 26.67%
Total 100% 100%
Source: Compiled from primary data.
Graph 7.9: Discipline with Subordinates of Police Constables
Table 7.11 and Graph 7.9 indicate the fact that the very common source is to
maintain a daily diary. Memos are issued to the employees in case of indiscipline.
This statement was given by 79.64 percent of the respondents whereas 73.33 said that
punitive action is also taken if required.
It is necessary to know the attitude of the police constables in Mumbai police
department as they are the part of values and guide the activities of the police stations.
For this purpose, the researcher has prepared four statements. The statements were
supposed to verify the attitudes like pride in profession, dealing with criticism on
police department encouraging others to enter the profession and power in their
uniform. Respondents were asked to provide answer in the affirmative or the negative.
The result of the primary data is tabulated is as follows:
0%
20%
40%
60%
80%
100%
1. By issuing
memos 2. Daily diary3. Punitive
action
79.64% 91.62%
73.33%
20.36% 8.38%
26.67%
NO
YES
334
Table 7.12: Attitude of Police Constables about their Job
Sr. No Statements related to attitude about the job YES
(%)
NO
(%)
1 I am proud to be in the police department. 98.90 11.10
2 I tend to defend the police administration whenever
one criticizes it. 86.06 13.94
3 I will not advice any of my friends and relatives to
join police services. 57.51 42.49
4 The uniform of police itself carries power 74.52 24.48
Source: Compiled from primary data.
Graph 7.10: Attitude of Police Constables about their Job
YES
0
100
1
2
3
4
98.9
86.06
57.51
82.75
YES
335
It is visible from Table 7.12 and Graph 7.10 that the majority of the policemen
at lower level management have a positive attitude about the job in Mumbai police
force. About 98.9.percent of the respondents were happy to say that they are proud of
police department and would like to serve it for the rest of their life. Out of 961
respondents, 86.6 percent declared that they will defend their department whenever
anybody criticises it. The criticism is common by the public as well as by the media.
The department is often charged with corruption, inefficiency and non work culture.
In actual practice many constables are providing sincere duty to public and the
department. For the statement saying whether they will advice their friend or relative
to join the police services researcher found mixed responses. As shown in the above
table, 57.51 percent still believe that police service is good for their children and
government policy should be giving preference to the children of existing staff at the
time of recruitment. Khaki uniform of Mumbai police still has its own charm. When
asked the question, still 74.52 percent agree to the fact that the uniform of police itself
carries the power. There was a news report which confirmed the power in police
uniform. In J.J. hospital in Mumbai, Khaki uniform of the security has ensured more
security. There is a proposal to introduce new uniform and to remove unwanted
elements.
Every organization has a mission which directs its goals, policies, strategies,
procedures and day–to-day activities. Mission of Mumbai police is narrated in
Chapter 4. While discharging their duties and dealing with the public, police
constables should remember that they are not defeating the mission of Mumbai police.
As per the analysis of the primary data, it is concluded by the researcher that 99.1
percent of the police constables know about the mission and its relevance which is
graphically presented in Graph 7.11 as follows:
336
Graph 7.11: Knowledge of Police Constables about the Mission of Mumbai
Police
7.3.4 Hindrances in Developing Healthy Work Culture in the Police
Department
For analyzing the hindrances in developing healthy work culture, the
respondents were asked whether the practices are existent in their police stations that
create undesirable culture. The practices were listed as bureaucratic interference,
absenteeism, pressure of work, malpractices like corruption and political interference
in transfers and postings. The responses of police constables are given in the
following table:
99.1
0.9
YES
NO
337
Table 7.13: Hindrances in Healthy Work Culture
Sr.
No. Hindrances in healthy work
culture in police department
YES
No (%)
NO
No (%)
1 Interference from bureaucrats
364
(39.06)
568
(60.94)
2 Absenteeism
404
(43.82)
518
(56.18)
3 Pressure of work
794
(81.77)
177
(18.23)
4 Malpractices
115
(12.67)
793
(87.33)
Political interference in transfer and
posting posting
216
(23.33)
710
(76.67) 5 Posting.
(23.33) (76.67)
Source: Compiled from primary data.
The Table 7.13 and Graph 7.12 shows that pressure of work seems to be a
major hinderance in cultivating healthy work culture in police stations in Mumbai.
The pressure and sress is further aggravated by absenteeism at the police station.
Political interference and interference from bureaucrats is comparatively managable
and is less as compared to rural region. Out of 932 respondents, 364 said that there is
an interference of bureaucrates from the recruitment stage to the retirement stage.
They do not consider problems of policemen on priority basis. The number of
respondents who said yes to the absenteeism as main hindrance was 404 out of 922.
The researcher has noticed that 794 out of 971 respondents had a feeling that pressure
of work in a city like Mumbai is one of the major hindrance it was surprising to know
that only 115 admitted that thre are malpractices like bribe, extorting money,
fabricating false evidence, obtaining free entertainment, collusion with hoarders,
smugglers, bribe from criminals and bribe at the stages of recruitment are practiced at
the police station. Political interference in transfers and postings is cosidered as one of
the hindrance by the researcher to which 216 respondents agreed .
338
Graph 7.12: Hindrances in Healthy Work Culture
Training is an important aspect of policing. Training at the entry level is
compulsory for all constables. Thereafter on the job training is given from time to
time. The researcher wanted to verify whether training in new technology is provided
to police constables to find a solution to the threat of terrorism. The study on the
aspect of training covered following areas like handling cyber crimes. An increase in
the use of technology is no doubt expanding the business in global marketing through
e-marketing. Internet has been a part of communication revolution which has brought
countries together. However, the risk of cyber-related crimes has increased to a great
extent. A police employee, right from the constable level, should know the nature and
technology used for such crimes. Mumbai police has started training centers for
solving such crimes. Secondly training should also be given for issues related to
0
10
20
30
40
50
60
70
80
90
1 2 3 4 5
39.06 43.82
81.77
12.67
23.33
Percentage
Yes
339
global terrorism. It is the biggest challenge faced by the Mumbai police. Mumbai city
is a constant target for terrorist activities. Increased population and migration from
other countries has become a nuisance for the police to check terrorism. Thirdly,
training in drug trafficking is neglected. Though there is a separate wing of narcotics,
the police should be given training about the respective Act and the punishments. The
respondents were also asked about the provision of training in the field of human
trafficking. This is expected to be an international network. The other aspect covered
was training in wildlife crimes handling. Though Mumbai city is not a centre for
crimes related to wildlife, it can be one of the trading centers. Police at all levels
should be given basic knowledge of various Acts and the punishments under it.
Training in handling crimes related to intellectual property should also be provided.
which includes knowledge about patents, copyrights, trademarks.
Crimes in the field of financial frauds are also increasing. There are common
complaints of financial frauds from petty crimes to international crimes. They may
range from bouncing of a cheque to withdrawing huge amounts from others’ accounts
by manipulation. The banking transactions are included under the crimes. It is
apparent from the table a graph that police employees at lower level are not exposed
to handling of international crimes. Mumbai police has opened a training center for
cyber crimes and financial frauds that are increasing in number with the increased use
of latest technology. The constables lacking such training may adversly
investigations. They remain more and more dependent on their superiors in effectively
handling such crimes.
340
Table 7.14: Training in International Crime Handling
Sr.
No.
Training in
International crime
handling
YES NO
No. Percentage No. Percentage
1 Cyber crimes 184 20.35 720 79.65
2 Global terrorism 84 9.40 810 90.6
3 Drugs Trafficking 49 5.45 850 94.55
4 Human Trafficking 33 3.69 861 96.31
5 Wildlife crimes 27 3.03 864 96.97
6 Intellectual property 45 5.04 848 94.96
7 Financial frauds 202 22.49 696 77.51
Source: Compiled from primary data.
Graph 7.13: Training to Police Constables in International Crime Handling
0
20
40
60
80
100
20.35
9.45.45
3.69 3.03 5.04
22.49
79.65
90.694.55 96.31 96.97 94.96
77.51
Pe
rce
nta
ge
No
Yes
341
Table 7.14 and Graph 7.13 above show the percentage of police employees
who have received training in their respective area. The researcher has found during
the analysis that only 184 out of 904 respondents have received training in cyber
crime handling. Global terrorism which has paralyzed the financial capital like
Mumbai requires well trained policemen. However only 84 out of 894 respondents
had received training in this area. It is most unfortunate that out of 899 respondents,
only 459 were trained in drug trafficking whereas out of 894 respondents, only 33
received training in dealing human trafficking. Handling wildlife training was not
given separately. Only 27 out of 891 respondents were aware of such crimes.
Intellectual property cases were few. Most of them were not given training in this area
which was given to only 45 policemen out of 893. Financial frauds have become
more common. Many of them, that is, 202 respondents out of 898, were trained in
handling such cases on their own. So the researcher concludes that the training is not
adequate as far as international crime handling is concerned. Training in handling
financial frauds and cyber crimes is given importance by Mumbai police and initiative
is taken in that direction.
7.3.5 Reasons of Limited and/or Non Application of Values by Police
Constables
The researcher has made an attempt to identify the reasons for limited and
sometimes non application of values by policemen at police station. First
consideration was given to adequate facilities at the police stations which lead to job
satisfaction and thereby better performance. These are the organization related factors.
Police station is taken as a unit for the research. Thus, the researcher attempts to know
whether the respondents are satisfied with the working conditions. Different aspects
of working conditions at the police station level were taken into account by the
researcher. These conditions reflect on the performance, efficiency and thereby the
work culture at the police station level. The researcher took into consideration the
major aspects like latest arms and ammunitions, strength of the staff, patrol cars,
flying squads vehicles, water, wireless network, sanitary facilities and furniture
342
available at the police station. The following table shows the opinions of the
respondents.
Table 7.15: Facilities at the Police Station Level
Sr. No. Facilities at police station
level
YES
NO
No. (%) No. (%)
1 Latest arms and ammunitions 665 67.24 324 32.76
2 Strength of staff 419 43.92 535 56.08
3 Petrol cars 717 72.06 278 27.94
4 Flying squads 640 65.78 333 34.22
5 Vehicles 740 74.97 247 25.03
6 Water 742 75.03 247 24.97
7 Wireless network 808 81.29 186 18.71
8 Sanitary facilities 634 64.3 352 35.7
9 Furniture 692 69.76 300 30.24
10 Any other 174 32.83 356 67.17
Source: Compiled from primary data.
343
Graph 7.14: Facilities at the Police Station Level
Table 7.15 is graphically represented in Graph 7.14. It clearly specifies that
the working facilities must be improved a lot at police stations. They reflect the
positive responses of the policemen. They also agree with the fact that though
facilities are available, either they are inadequate or not maintained properly by the
respective authorities. Arms and ammunitions, patrol cars, flying squad, other
vehicles and wireless network are essential prerequisites for the effective policing.
The responses however are not fully satisfactory. In other words, there is a lot of
scope for improvement. Though latest technology is made available, many times it is
underutilized due to lack of training to police constables. Adequate furniture, sanitary
facilities, water facilities are important part of an infrastructure and directly affect the
working environment in police stations. Hygiene conditions affect the willingness to
67.24
43.92
72.06
65.78
74.9775.03
81.29
64.3
69.76
32.83
1.Latest arms and
ammunitions
2.Strength of staff
3.Petrol cars
4.Flying squads
5.Vehicles
6. Water
7. Wireless network
8. Sanitary facilities
9. Furniture
344
work. The researcher feels it is unfortunate that policemen put long hours of duty at
the police station and beats. However, majority of them are dissatisfied with the
facilities and are convinced that poor and unhygienic conditions at police stations
leads to sickness and diseases like malaria and flu which are very common. The table
also shows that the major constraint found by the respondents is the strength of the
staff. Out of 944 respondents, 535 were satisfied with the strength of the staff
available at police stations.
7.3.6 Work Culture and the Facilities Like Greivance Settlement,
Counselling and Performance Appraisal
Aquinas329
has narrated the concept of grievance. According to him, The
International Labour Organisation defines grievance as follows: ‘Grievance is a
complaint of one or more workers in respect of wages, allowances, conditions of work
and interpretation of service stipulations covering such areas as overtime, leave,
transfer, promotion, seniority, job assignment and termination of services. Grievances
in the police organization can be said to exist because absence of appropriate informal
and inadequate formal mediation procedures between superiors and subordinates.’
Since counseling helps employees to cope with the problem, it should improve
organization’s performance because the employee becomes more cooperative, worries
less about personal problems or improves in other ways. Emphasis on counseling also
helps the organization to become more human and considerate to people’s problems.
Counseling may be performed by both professionals and non-professionals. The
general objectives of counseling are to help employee grow in self confidence,
understanding, self control and ability to work effectively. They are consistent with
Maslow’s higher order needs and Aderfer’s growth needs such as self esteem and self
actualization. Superiors are important counselors because they are the ones in day- to-
day interaction with employees. Emotions are a part of the employee and must be
329
Aquinas P. G., Human Resource Management Principles and Practices, Vikas Publishing House,
2000, p 234.
345
considered a part of the total employment situation for which superiors are
responsible.
Today there is an increase in the number of greivances at every organisation
The greivances can be related to different aspects of work as explained in Chapter 6 ,
Costables face more problems during field work and therby the researcher found that
they have more number of greivances than higher level authority. Employee
counseling is not an accepted practice in the police department. However, efforts are
being made by the respective police commissioners, home ministers and senior
inspectors to introduce such practice either with the experts or NGOs. Feedback on
job performance at lower level management is generally given by the seniors from
time to time. The responses regarding these healthy practices at policestations are
presented in the following table:
Table 7.16: Other Factors Affecting Work Culture
Sr.
No.
Other factors affecting work culture
YES NO Total
No.
(%) No. (%)
1
Presence of grievance settlement procedure
483
(50.36)
476
(49.64)
959
(100)
2
Presence of the facility of employee counseling
420
(43.84)
538
(56.16)
958
(100)
3 Presence of feedback on job performance.
924
(93.52)
64
(6.48)
988
(100)
Source: Compiled from primary data.
346
Graph 7.15: Other Factors Affecting Work Culture
Table 7.16 and Graph 7.15 above show the presence of above mentioned
practices in the police station. There was a mixed response as far as grievance
procedure and employee counseling is concerned. About 50.36 percent said that there
is a procedure either formal or informal that redresses their grievances. It is apparent
from the table that 49.64 percent said that there is no such practice at the police
station. Taking into consideration the employee counseling, it was observed by the
researcher that 56.16 percent police constables said that employee counseling is not
available at the police station. It was the area performance appraisal where 93.52
percent police employees were satisfied. So, the researcher concludes that
performance appraisal is effective and police constables have less complaints in this
area. However she strongly feels that grievance settlement and employee counseling
are the areas which need to be improved to create a healthy work culture.
0
10
20
30
40
50
60
70
80
90
100
1 2 3
50.3643.84
93.52
49.6456.16
6.48
Pe
rce
nta
ge
Yes
No
347
7.3.7 Work Culture in Police Constables with Special Reference to
Job Satisfaction
Chaudhary 330
believes that work culture is an important aspect of organization
because it influences the motivation, attitudes, behaviour and performance of the
members of an organization. It evolves over fairly long period of time. However,
there can be changes in the work culture with the change in the top management and
management’s philosophy. It gives a separate identity to the organization as compared
to other organizations through practices and customs. Organization culture also
depends on the goals which are targets and objectives for future performance. They
help focus employees’ attention on item of greater importance to the organization,
encourage better planning for the allocation of crucial resources (time, money and
energy). It works as a motivation process. Motivating the policemen is an issue that
needs more attention in the police department in the light of today’s turbulent
environment characterized by economic liberalization and globalization, heightened
geopolitical unrest, terrorist crimes spreading its tentacles to all major towns of the
world, 24x7 duty demands and the use of never ending advanced technology in crime
by criminals. Only a truly motivated and committed manpower can take an
organization to the pinnacle of performance and achievement.
There are many superiors who believe that financial incentives have the most
powerful pull. With poor pay structure, especially in today’s economy the police
department can only have demoralized employees. However, this is not true as the
financial incentives and benefits are important hygiene factors but not the motivators
of lasting value. Researchers and psychologists like Herzberg to Maslow have pointed
that other things are more important. In the police department today, while we are
groping with the issue of lack of motivation due to lack of financial incentives, we
may look at these levels of purpose, service, values, sense of belongingness, pride in
service, recognition and challenges in the job to energize the officers of the force.
330
Chaudhary Rohit, Policing, Reinvention Strategies in Marketing Framework, Sage Publications,
New Delhi, 2009, p. 86.
348
John331
has described the concept of job satisfaction. He states that job
satisfaction reflects the extent to which employees find gratification or fulfillment in
their work. There are a variety of factors like an employee’s needs and aspirations,
group and organizational factors like relationships with co-workers and superiors,
working conditions, work policies, compensation etc. Job satisfaction is one part of
life satisfaction. The nature of a worker’s environment off the job indirectly
influences his / her feelings on the job. There is a spillover effect that occurs in both
directions between the job and life satisfaction.
Duane332
mentions the research in the area of job satisfaction. He states that
the quality of life at work leads to job satisfaction. A study of 1114 police officers in
Alabama relates several factors to job satisfaction, the opportunity to make a
contribution to society, good pay, adventure and excitement, autonomy on the job,
respect from peers and job security (Carlon, 2007). Personal factors like age, health,
length of job experience, emotional stability, social status, leisure activities, family
and other social relationships can also influence job satisfaction. Motivations and
aspirations and how will these are satisfied by our work also affect our attitudes
towards our jobs.
The researcher has followed Herzberg’s two factor theory and the respondents
were asked to rank the factors including intrinsic and extrinsic factors. The Police
Extrinsic motivation and Intrinsic motivation scale was designed by the researcher
and used for the study. The instrument was used to collect information and opinion
from police personnel. Has seven factors listed in extrinsic and intrinsic scale each.
The data was collected from the respondent in form of ranking. The present data
shows the needs or drives within the employees that determine their attitudes or
behaviors towards their work.
331
Heustar John, Human Behaviour at Work, p. 207.
332 Schultz Duane, Psychology and Work today, Pearson 2010, p. 129.
349
Police constables are given priorities in the job which leads to job satisfaction.
It consisted of financial and nonfinancial factors. The following table represents the
weightage given to these factors. The factors were arranged in a random order and the
respondents were asked to allocate 1 to 14 numbers as per their priority. The first rank
was given to the factor which is of top priority to the respondent and the fourteenth
rank was to be given to the factor which is of least importance to the respondent. The
following table shows the ranks given to the extrinsic factors. Pareek333
has narrated
Herzberg’s theory which gives intrinsic and extrinsic motivation, commonly called as
motivators and hygiene factors. Seven intrinsic motivational factors refer to
advancement, interesting work, respect and recognition, responsibility and
independence, achievement, a technically competent superior and equitable pay.
Seven extrinsic motivational factors include security, adequate earnings, fringe
benefits, comfortable working conditions, sound company policies and practices,
considerate and sympathetic supervisor and restricted hours of work.
1. Job security is the priority given by the police force at lower level which
leads to job satisfaction. Being a public sector organisation, many young recruits join
the force due to the job security attached to it. Being government job, there is a rush
particularly from rural area at the time of recruitment.Thus the researcher concludes
that the majority of the police employees give priority to the police job due to job
security attached to it. From the Table 7.7, it is apparent that maximum respondents
have given priority to job security. Home department should ensure that maximum
protection is given to the lower level employees after recruitment except in the case of
misconduct.
2. Adequate salary is another motivating factor which was considered by the
majority as a factor leading to job satisfaction. Long working hours should be justified
by adequate compensation. Maharashtra police, including Mumbai police force has
less salary as compared to other states. This fact leads to dissatisfaction among
333
Pareek Uday, Training Instruments for HRD, Tata McGraw Hills publications, New Delhi, 2010, p
143.
350
employees. Sixth pay commission has improved the salary and monetary benefits for
police employees.
Home Minister, Mr. R. R. Patil, and former DGP, Arvind Inamdar, and other
several police commissioners have made attempts to increase the pay scale for
Mumbai Police. The cost of living being high in Mumbai, they are required to be paid
decent salary. This will also curb petty corruption to a great extent among individual
police employees at lower level.
3. Fringe benefits are the perks provided to the employee other than the
salary. Mumbai police is provided with the perks like housing facilities, fitness
allowance etc. However, it was found by the researcher that they are not adequate.
The third rank is given by maximum respondents, which shows that the benefits are
required to maintain the family. Housing facilities are poor, badly maintained and
generally provided far away from the working police stations. Travelling allowance,
fitness allowance should also act as incentives to enhance the present performance of
police employees in Mumbai.
4. Comfortable working conditions: Majority of the respondents were of the
opinion that police work can’t be a comfortable job at all They knew the nature of the
job when they joined this disciplinary force. They and their family members were
mentally preprepared for the challenges in the job. The nature of the job is very
difficult and dangerous. The least priority was given by maximum police constables,
naiks and shipais. The police have to keep awake during night duties and take all
possible steps to prevent crime in their jurisdiction. So, the researcher believes that
when an individual joins the police force and undergoes rigorous training, he/she is
very well aware about the hardships of the job. The police organisation in
Maharashtra is a parent agency of Mumbai police. The policies and practices in police
stations in Mumbai region are influenced by Home department and police
commissioner’s office.
5. Sound organisation policies: They indicate that majority of the policies of
the police department are fair towards police employees. Majority of the respondents
351
have given twelfth rank as they feel that the policies and practices are formulated and
standardized at the top level, which are difficult to change. They are governed by the
ruling party. However many NPC have recommended that rather than the IAS officer;
it is desirable that policies and practices are formed by the Police Commissioner’s
office (IPS), who knows the difficulties of field level.
6. Considerate and sympathetic supervisor: Human relations treatment is a
crucial factor in any service oriented organisation including the police
organisation.The superior–subordinate relationship depends on a number of factors.
Being a discipline force, the subordinate is fully controlled by the superior and the
superiors follow an authoritarian style of leadership. There are many incidences in
Mumbai that the inhuman attitude of the subordinate has lead to shootout by
subordinate out of frustration. Many respondents have respect and affection for good
bosses in their career. It was also observed that they are ready to do more work if
there decent treatment is given to them. There is and always will be the pressure of
work. The stress can always be relieved by a considerate and sympathetic supervisor.
Thus, the researcher believes that the attitude of the immediate supervisor will
increase the morale of the subordinates.
7. Restricted hours of work: It is the priority to police constables. In a city
like Mumbai, there is a continuous pressure of work. Shortage of staff is also one of
the reasons for introducing eight hours of work. The long working hours result in
health problems, family problems as well as psychological problems.
Following table gives the deep insight into extrinsic motivating factors and the
respective ranks given by the respondents.
352
Table 7.17: Extrinsic Motivating Factors - ranks
Sr.
No. Extrinsic
Motivating
factors 1st
2nd
3rd
4th
5th
6th
7th
8th
9th
10th
11th
12th
13th
14th
1 Job Security 341 112 65 89 85 61 47 34 13 26 16 11 28 42
2 Adequate
Salary
157 321 66
45
86
60
54
39
46
16
16
26
21
16
3 Fringe benefits
(perks etc)
25
48
304
69
56
93
69
70
48
47
33
35
35
37
4 Comfortable
working
conditions
16
29
11
24
74
29
40
41
45
84
51
41
81
401
5 Sound
organizational
policies and
practices
38
29
19
15
25
41
71
57
47
54
114
266
113
78
6 Considerate
and
sympathetic
supervisor
44
54
66
118
111
118
87
79
51
36
74
37
43
52
7 Restricted
hours of work
263
141
39
42
74
79
78
50
41
28
31
34
31
36
Source: Compiled from primary data.
Table 7.17 represents the ranks given to the extrinsic factors by police
constables. It shows the percentage of respondents (N=970) giving weightage on
seven extrinsic motivating factors. About 35.15 percent police personnel felt that job
security in police department will drive them extrinsically toward better quality of
work. This was followed by 33.09 percent population who might feel extrinsically
driven by adequate salary (2nd
rank). Fringe benefits factor was important for 31.34
percent of the constables (3rd
rank) and 27.11 percent sample population felt that the
policy of department to restrict the hours of work will motivate them. Considerate and
sympathetic supervisor will motivate extrinsically to 12.16 percent constables (4th
rank). Sound organisational policies and practices were given 12th
rank by 27.42
percent constables. The researcher found that comfortable working conditions were
least favourable among the respondents. About 41.34 percent of constables said it is
353
the last priority in joining the force and gave 14th
rank to this factor. The data
collected for the present study clearly shows that the large population in the present
study gives better ranks to job security and number of hours as one of the important
extraneous factors for motivating them.
Following table represents the ranks given to intrinsic motivating factors.
Table 7.18: Ranks given to Intrinsic Motivating Factors
Sr.
No.
Intrinsic
Motivating
factors
1st 2
nd 3
rd 4
th 5
th 6
th 7
th 8
th 9
th 10th 11
th 12
th 13
th 14
th
1 Opportunities
for promotion
38
32
42
264
62
56
87
91
81
59
46
33
35
43
2 Interesting
Work
39
21
22
27
43
64
56
54
61
66
83
126
249
57
3 Respect and
recognition
33
34
36
28
38
68
61
70
54
95
244
95
77
35
4 Responsibility 60
41
42
38
54
62
55
53
109
240
73
54
46
39
5 Doing
something
worthwhile
43
31
31
66
101
51
53
77
218
92
61
58
52
34
6 Technically
competent
71
92
106
46
91
90
97
78
46
47
46
67
47
43
7 Pay according
to ability and
competence
101
116
81
60
36
62
59
132
69
48
28
37
61
74
Source: Compiled from primary data.
Table 7.18 shows the percentage of respondents (N=970) giving weightage on
seven intrinsic motivating factors. 27.21 percent police personnel felt that
opportunities for promotion are the fourth important factor that will drive them
intrinsically toward better quality of work. This was followed by 25.67 percent
population who might feel intrinsically driven by interesting work but is a second last
priority in police department. Respect and recognition and responsibility factors were
354
important for 25.15 percent (11th rank) and 24.74 percent (10th
rank) sample
population. Out of the total sample, 22.47 percent population felt that doing
something worthwhile will motivate them (9th rank). Technical competent and pay
according to ability and competence were given weightage of 10.92 percent (3rd
rank)
and 13.6 percent (8th
rank).
Table 7.19: Mean and Standard Deviation of Extrinsic and Intrinsic Factors
Factors
Sr.
No. Variables No.
Mean
(Ranks)
SD
(Ranks)
Extrinsic
motivating
factors
1 Job Security 970 4.27 3.8041
2 Adequate Salary 969 4.35 3.4549
3 Fringe benefits (perks etc) 969 6.04 3.5444
4 Comfortable working conditions 967 10.67 3.8557
5 Sound organizational policies and
practices
967 9.83 3.5268
6 Considerate and sympathetic
supervisor
970 6.90 3.5795
7 Restricted hours of work 967 5.09 4.0116
Intrinsic
motivating
factors
8 Opportunities for promotion 969 6.75 3.4220
9 Interesting Work 968 9.66 3.6748
10 Respect and recognition 968 8.94 3.4241
11 Responsibility 968 8.11 3.5364
12 Doing something worthwhile 968 7.91 3.3419
13 Technically competent 967 6.68 3.8362
14 Pay according to ability and
competence
965 6.76 4.1463
Source: Statistical Analysis of primary data.
355
Graph 7.16: Extrinsic Motivating Factors - Average of Ranks
From Table 7.19 and Graph 7.16, it is clear that extrinsic motivating factors
are more important for the police constables as compared to intrinsic factors. Job
security is the most important factor that they look for in the job as compared to other
factors. Adequate salary is the second most important factor that they look for in the
job. Third average rank is given to the restricted hours of work. Fringe benefits like
accomodation, allowance have secured fourth average rank. They also prefer a
cosiderate and sympathetic supervisor. The lowest rank is given to the comfortable
working conditions as all of them said that joining the force itself is a tough descision
0
2
4
6
8
10
12
4.27 4.35
6.04
10.67 9.83
6.9
5.09
Ran
nks
356
due to the hardships associated with it. So they are mentally prepared that policing is
not a comfortable job.
The following table shows the average rank for intrinsic motivating factors.
Graph 7.17: Intrinsic Motivating Factors –Average of Ranks
Table 7.19 and Graph 7.17 above indicate the average rank given by the
respondents for intrinsic motivating factors. They are of secondary importance to the
respondents as compared to extrinsic factors. The researcher has come to the
0
1
2
3
4
5
6
7
8
9
10
6.75
9.66
8.94
8.11 7.91
6.68 6.76
Ran
nks
357
conclusion that the priority is as follows: The First preference in the job is they look
for training to become technically competent. The second preference is opportunities
for promotion. At the constibulary level, such opportunities are too limited. Pay
according to the ability and competence is given third preference, followed by doing
something worthwhile, responsibllity, respect and recognition, and lasly, interesting
work.
7.3. 8 Work Culture and Community Policing by Police Constables at
Mumbai Police Stations
Chaudhary334
has explained in detail the strategies for community policing. He
states that there are certain differences in the Indian social, economical and political
environment and that of the western nation, where community policing has been
practiced successfully and these differences are to be kept in mind to modify the
implementation strategies for India. In practice, community policing does not develop
according to a single dimensional process. Several factors like lack of political and
management support, management priorities, internal communication problems, a
shortage of police capacity and resources, emphasis on emergency situations may
hamper or setback the development of community policing.
a) School children programmes - Police is known to a small child from the
beginning but for the wrong reason. There is a fear about policemen. The awareness
about the police work, nature of crimes etc are some of the important areas to be
covered under this programme. Mumbai police is executing such programmes
wherever possible.
b) Domestic Violence - The police stations where the majority of population belongs
to slum areas, illiteracy, poverty, unemployment and habits like drinking and
gambling lead to domestic violence. It may be limited to fights between spouses or
may extend to first cousins over property issues. The respondents felt that they have
334 Chaudhry Rohit, Policing, Reinvention Strategies in a Marketing Framework, Sage Publications.
New Delhi, 2009, pp. 177-178.
358
to handle these issues carefully. Empathy towards one party is dangerous. Most of the
time, their role is that of a counselor and they feel happy when both the parties are
happy to compromise and the problem is resolved. However, the threats to murder
should be taken seriously.
c) Victim Support - Victims at police stations need sympathy. The victims may range
from children to elders. They may be female or male and may belong to the rich or the
poor class. The lady constables really need courage to accompany the women who
have been badly injured in suicide attempts, rapes etc. They support the victim like a
friend/guide and counselor to their families. These efforts must be appreciated.
Dharavi police station has started computer literacy courses for the youth to reduce
the number of crimes. Many of them have approached NGOs for upliftment and
rehabilitation of the victims.
d) Enforcing Environment Laws - Though there are separate agencies to handle
environment laws regarding air pollution, water pollution, soil erosion and noise
pollution, police comes first in enforcing these laws. However some of them are
criticized for breaking law themselves. Mumbai city has the chronic problem of noise
pollution and air pollution. The festivals throughout the year for various religions
require police to check the limits. Vehicular pollution in Mumbai is adversely
affecting the health of the traffic police.
e) Senior citizens - Mumbai police has launched a special programme and helpline
for senior citizens. The problem of safety of senior citizens is becoming graver with
the increase in the number of crimes related to them. However, majority of the
constables were not happy with the treatment given by the local senior citizens. The
senior citizens take them for granted and consider their helping hand as a right. Most
often, they don’t provide correct information and allot them petty work as if they were
domestic helps. Another feeling majority constables have is that they don’t mind
helping them, for which they get satisfaction and blessings; but they are not granted a
leave to attend to their ailing parents in the hospital, which is unfair.
359
f) Jagruk Mumbaikar Abhiyan or Alert Citizen Programmes have been initiated
by the Mumbai Police after a continuous threat of terrorism. Through these
programmes, the police want each citizen to be an alert individual while travelling,
celebrating, or studying. Unless the cooperation and information system is built up
with the public, the police will not be able to create a fear-free environment.
g) Tourism Policing is a programme that was recently introduced, particularly after
the 26/11 attack at places like Gateway of India.
It was found by the researcher that a concept of community policing is not
hundred percent introduced at the police station level. All police employees at the
lower level are not aware of such programmes or they are not the part of such
programmes. Due to the increasing challenges faced by the Mumbai police,
community support becomes essential. The researcher has covered some of the
important programmes where police force is directly involved. From the following
table it is apparent that maximum participation is in Victim Support Programme,
followed by senior citizens’ programme, Alert citizen programme, school children
programmes, domestic violence, environmental laws and tourism policing.
Mumbai police has also taken an initiative in the introduction and
implementation of community policing. Police constables are the backbone of the
programmes as they are closely associated with the public. Such programmes benefit
different strata of the society like children, women, senior citizens etc. The researcher
has listed some important community programmes to know whether the police
employees take interest and initiative in the same. The following table gives the
responses to community policing at a glance.
Majority of them are happy to work with people and feel that through these
programmes, they contribute to the society. No doubt, there are certain limitations which they
said they would like to overcome.
360
Table 7.20: Community Policing and Participation by Police Constables
Sr.
No. Community policing and
initiative taken by respondents
YES NO
No. Percentage No. Percentage
1 Schools/Children's programs 700 72.84 258 26.85
2 Domestic violence 582 61.91 358 38.09
3 Victim supports 830 84.69 150 15.31
4 Enforcing environment laws 618 65.96 316 33.72
5 Senior citizens 803 82.53 167 17.16
6 Jagruk Mumbaikar Abhiyan 756 78.26 208 21.53
7 Tourism policing 602 64.39 330 35.29
Source: Compiled from primary data.
Graph 7.18: Community Policing and Participation by Police Constables
72.84
61.91
84.69
65.96
82.5378.26
64.39
Yes
361
Table 7.20 and Graph 7.18 above indicate the data related to Participation of
respondents in community policing. Maximum participation was found in programmes related
to victim support (84.69 percent followed by senior citizens (82.53 percent), Alert Mumbai
citizens (78.36 percent), School children programme (72.84 percent), enforcing
environmental laws (65.96 percent), and domestic violence (61.91 percent). On the basis of
the interpretation made, it is concluded that police constables have participated in most of the
programmes. They are also a part of Mohalla committee, Zopadpatti Panchayat samiti, etc.
7.4 Hypotheses Testing
A hypothesis testing is done separately for police constables. Constables form
a majority of police force in Mumbai and their work culture is visible to the public in
general. This hypotheses testing was done for questionnaire II which was framed for
low level employees like Head Constables, Police Naiks, Police Constables and
Police Shipais. The cop culture is different from management culture. Therefore the
number of questions was kept less to ensure hundred percent responses. For testing
both hypotheses, null hypothesis was framed and Binomial test of Proportion was
used.
Following are the details of both hypotheses regarding the lower level
employees including police constables.
Hypothesis 4
Majority of Police Constables believe that a basic change in the value system is
required to improve the existing work culture in the police organization.
This hypothesis was tested by using Questions 13 and 22. Question number 13
is related with policemen’s association. A majority of policemen at constabulary level
have genuine problems that are to be solved by somebody. The police union,
ineffective and not politically motivated can play a major role in this respect. It was
found that the union of police employees does not exist in Maharashtra after 2004.
Many policemen still feel that presence of strong policemen’s association is must.
Question number 22 was related with stress in police force. There were five
362
statements given related with stress which are to be ranked by the respondents.
Binomial Proportion testing was used by the researcher and null hypothesis is formed
as follows.
H0: Number of police constables’ who believe that a basic change in the value system
is required to improve the existing work culture in the police organization’ and those
‘who do not believe that a basic change in the value system is required to improve the
existing work culture in the police organization’ are equal.(P1=P2)
H1: Majority of police constables believe that a basic change in the value system is
required to improve the existing work culture in the police organization
Table 7.21: Table Showing Responses of Police Constables Saying that Basic
Change in the Value System is Required to Improve the Existing Work Culture
in the Police Organization
Sr.
No. Responses Number of Police Constables Percent
1 NO 238 23.54
2 YES 773 76.46
Total 1011 100.00
Z =16.8259, P <0.001, (1 tail), Significant
Source: Statistical analysis of primary data.
From Table 7.21, it is evident that out of total sample (N=1011), 773 i.e.,
76.46 percent believed that policemen’s association might help them to develop good
work culture. There was also a feeling that the stress level was too high which
prevents nurturing a healthy work culture. Therefore, these constables believe that a
basic change in the value system is required to improve the existing work culture in
the police organization. While, 238 respondents i.e. 23.54 percent said that no change
in the value system is required to improve the existing work culture in police stations.
Thus Null hypothesis that ‘number of police constables who believed that a basic
change in the value system is required to improve the existing work culture in the
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police organization’ and those ‘who do not believe that a basic change in the value
system is required to improve the existing work culture in the police organization’ is
equal stands rejected (Z =16.8259, P <0.001, significant).We conclude that majority
of police constables believe that a basic change in the value system is required to
improve the existing work culture in the police organization
Hypothesis 5
Majority of Police Constables believe that if healthy work culture is inculcated
in the organization, then only the existing set of police can work effectively.
The hypothesis is tested by using Question 16. This question is related to the
hindrances in developing healthy work culture. The researcher has indentified the
hindrances as an indicator variable is used for framing null hypothesis to indicate
whether hindrances mentioned in the question creates barricade in healthy work
culture and thus affect the efficiency of existing set of police. The hindrances were
listed as bureaucracy, political interference, and malpractices like corruption,
absenteeism and pressure of work. Most of the recommendations of NPC are also
indicating them as major hurdles in improving present work culture.
H0: Number of police constables ‘who believe that if healthy work culture is
inculcated in the organization, then only the existing set of police can work
effectively’ and ‘who do not believe that if healthy work culture is inculcated in the
organization, then only the existing set of police can work effectively’ is equal.
(P1= P 2)
H1: Majority of police constables believe that if healthy work culture is inculcated in
the organization, then only the existing set of police can work effectively.
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Table 7.22: Table showing Responses of Police Constables who believe that if
healthy work culture is inculcated, only then police can work effectively.
Sr.
No. Responses Number of police constables Percent
1 YES 559 55.29
2 NO 452 44.71
Total 1011 100.00
Z= -3.3652, P < 0.004 (1 tail), Significant
Source: Statistical analysis of primary data.
This Table 7.22 shows that out of total sample, 559, i.e., 55.29 percent
believed if healthy work culture is inculcated in the organization, then only the
existing set of police can work effectively.They feel that if the hindrances are
removed, the police can work effectively. Whereas 452 respondents, i.e., 44.71 said
that there are no such hindrances in effective work culture and healthy work culture
may not result in effective police work. Thus, Null hypothesis, that is Number of
police constables ‘who believe that if healthy work culture is inculcated in the
organization, then only the existing set of police can work effectively’ and ‘who do
not believe that if healthy work culture is inculcated in the organization, then only the
existing set of police can work effectively’ is equal, gets rejected (Z= -3.3652, P <
0.004, Significant). We conclude that a majority of police constables believe that if
healthy work culture is inculcated in the organization, then only the existing set of
police can work effectively.
Hypothesis 6
H1 = There is a significant difference in the perception of job among police
employees in relation to designation and gender.
The researcher has formulated one of the hypotheses regarding perception of
job by the police constables. Fourteen factors were given and the respondents were
asked to give ranks from 1 to 14 as per the priority. The factors include both intrinsic
and extrinsic factors of motivation. The attempt was made to know what the factors
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that they look in the job are. In the following hypothesis, the researcher has compared
the perception of job among police employees in relation to designation and gender
The researcher has framed a null hypothesis that
H0 = There is no significant difference in the perception of job among police
employees in relation to gender and designation.
H1= There is a significant difference in the perception of job among police
employees in relation to designation and gender. For testing the hypothesis, t test was
applied to test the hypothesis. Following table provides details of the analysis.
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Table 7.23: Table Showing Perception of job among Police Constables based on
Gender
t-Test – Perception Males vs. Females
Group Statistics
Sr.
No. Sex No. Mean
Std.
Deviation
Std. Error
Mean
1 Job security (Rank)
Male 911 4.29 3.862 .128
Female 55 3.96 2.721 .367
2 Adequate salary (Rank)
Male 910 4.37 3.500 .116
Female 55 4.05 2.718 .366
3 Fringe benefits (perks etc) (Rank)
Male 910 6.06 3.585 .119
Female 55 5.69 2.892 .390
4 Opportunities for promotion (Rank)
Male 910 6.76 3.437 .114
Female 55 6.78 3.201 .432
5 Comfortable working conditions (Rank)
Male 909 10.69 3.872 .128
Female 55 10.35 3.668 .495
6 Interesting work (Rank)
Male 909 9.70 3.660 .121
Female 55 8.76 3.911 .527
7 Sound organizational policies &
practices (Rank)
Male 908 9.77 3.534 .117
Female 55 10.96 3.109 .419
8 Respect & recognition (Rank)
Male 909 8.94 3.419 .113
Female 55 8.98 3.613 .487
9 Responsibility & independence (Rank)
Male 909 8.14 3.535 .117
Female 55 8.09 3.519 .474
10 Doing something worthwhile (Rank)
Male 909 7.87 3.346 .111
Female 55 8.58 3.309 .446
11 Considerate & sympathetic supervisor
(Rank)
Male 911 6.87 3.564 .118
Female 55 7.29 3.789 .511
12 Technically competent (Rank) Male 908 6.67 3.826 .127
Female 55 6.75 3.992 .538
13 Restricted hours of work (Rank) Male 908 5.14 4.004 .133
Female 55 4.20 4.089 .551
14 Pay according to ability & competence
(Rank)
Male 906 6.75 4.117 .137
Female 55 6.93 4.626 .624
Source: Statistical analysis of primary data.
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Table 7.24: Independent Samples Test Showing Perception of Job among Police
Employees based on Gender
Sr.
No
.
Intrinsic and Extrinsic motivating
factors
t-test for Equality of Means
t df Sig. (2-tailed)
1 Job security (Rank) .851 67.870 .398
2 Adequate salary (Rank) .822 65.327 .414
3 Fringe benefits (perks etc) (Rank) .906 64.458 .368
4 Opportunities for promotion (Rank) -.038 963 .970
5 Comfortable working conditions (Rank) .638 962 .524
6 Interesting work (Rank) 1.843 962 .066
7 Sound organizational policies & practices
(Rank) -2.753 62.759 .008
8 Respect & recognition (Rank) -.082 962 .935
9 Responsibility & independence (Rank) .108 962 .914
10 Doing something worthwhile (Rank) -1.525 962 .128
11 Considerate & sympathetic supervisor
(Rank) -.855 964 .393
12 Technically competent (Rank) -.138 961 .890
13 Restricted hours of work (Rank) 1.694 961 .091
14 Pay according to ability & competence
(Rank) -.311 959 .756
Source: Statistical analysis of primary data.
Table 7.24 shows that the perception of job is significantly different between
males and females in three aspects viz., ’Interesting work’ (P=0.033, 1-tail), ‘Sound
organizational policies & practices’ (P=0.004, 1-tail) and ‘Restricted hours of work’
(P=0.045, 1-tail).
On two items i.e., ‘interesting work’ and ‘restricted hours of work’, females
have given higher / better rank than males, and on one item viz., ‘Sound
organizational policies and practices’ males have given better rank than females
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(Table 7.23). Thus, it can be concluded that there is a significant difference between
the perception of job between male and female on certain factors like interesting
work, sound organizational policies and restricted hours of work.
Following table represents the table of mean and standard deviation of the
perception of job among police employees based on designation.
Table 7.25: Table Showing Mean and Standard Deviation of the Perception of
Job among Police Constables Based on Designation
Source: Statistical analysis of primary data.
The above Table 7.25 shows that there is no significant difference between the
perceptions of job on the basis of designation. On the whole Job Security and Salary
are perceived as best advantages. Working hours are the worst perceived.
Sr.
No. Intrinsic and Extrinsic
motivating factors
Designation
Other Total
Mean
Rank
Std.
Deviation No.
Mean
Rank
Std.
Deviation No. 1 Job security (Rank) 5.08 3.592 208 4.27 3.807 967
2 Adequate salary (Rank) 5.28 3.646 208 4.35 3.459 966
3 Fringe benefits (perks etc)
(Rank) 6.88 3.171 208 6.03 3.549 966
4 Opportunities for promotion
(Rank) 7.50 3.266 208 6.76 3.422 966
5 Comfortable working
conditions (Rank) 10.11 3.884 208 10.68 3.858 965
6 Interesting work (Rank) 9.18 3.500 208 9.66 3.673 965
7 Sound organizational policies
& practices (Rank) 9.84 3.474 207 9.83 3.530 964
8 Respect & recognition (Rank) 8.19 3.558 208 8.95 3.418 965
9 Responsibility &
independence (Rank) 7.53 3.458 208 8.13 3.526 965
10 Doing something worthwhile
(Rank) 7.90 3.654 208 7.91 3.343 965
11 Considerate & sympathetic
supervisor (Rank) 7.23 3.990 209 6.89 3.578 967
12 Technically competent
(Rank) 7.18 4.377 208 6.68 3.830 964
13 Restricted hours of work
(Rank) 4.32 4.331 209 5.10 4.013 964
14 Pay according to ability &
competence (Rank) 6.66 4.792 209 6.77 4.152 962
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7.5 Conclusion
Sincere attempt was made by the researcher to analyse the data from the police
constables at police stations and interprete the same to arrive at the conclusion. The
researcher has come to the conclusion that work culture of the police constables is
different than the police officers. The work culture is different due to different family
background,education level and training. They also differ in motivational factors.This
chapter specifies that both hypothses are tested and accepted. In other words, the
majority of the police constables agree that basic change in the values is required for
to improve the existing work culture in police organisation.The researcher also came
to the conclusion that police constables assume that only when healthy work culture is
inculcated, the policemen will not beable towork efficienly and effectively. Data was
also analysed by the researcher to know what they look for in the job. It was
concluded by the researcher that the extrinsic or hygeine factors are given more
priority by the police employees at the lower level.The chapter also highlights on the
fact that there is no significant difference in the perception of job among police
constables based on designation as well as gender in some areas.
