Full Research Method New
Transcript of Full Research Method New
“The Study of Relationships betweenOrganizational Cultures with Job
Performance”
Prepared by: Nor Hairina binti Hassan(805857)
Master of Public Management
Prepared for: Prof Dr.Abd Halim
University Utara Malaysia2010
ABSTRACT
The purpose of this study is to investigate the correlation between organizational
culture and work performance among the officers and men of Royal Malaysia Police
Force ( RMP ) Kota Bharu, Kelantan. This study also aimed at determining whether
organizational culture dimensions which are supportiveness, emphasis on reward,
innovation and performance Oriented and stability the variance in work performance
among the officers and men of RMP. Out of 300 questionnaires distributed, a total of
169 questionnaires were returned and can be used. The data was analyzed using
“Statistical Package for Social Science” (SPSS) version 15. This study involved two
variables that are dependent variable (job performance) and independent variables
(organizational culture). All independent variable in this study are the elements that
RMP may add in their performance appraisal system to increase its value. This study
also aimed at determining whether organizational culture dimensions which are
supportiveness, emphasis on reward, innovation, & performance Oriented and
stability in work performance among the officer RMP.
CHAPTER 1
RESEARCH BACKGROUND
1.1 INTRODUCTION
Royal Malaysian Police Force (RMPF) is a combination of the Police Force once
existed separately and has a history, tradition and culture respectively. History of
police in this country began on March 25, 1807, when the Police Force was
established in Penang, when the British to enforce the Charter of Justice (Charter of
Justice). As a regulatory institution with a history of 202 years, surely the police have
considerable influence organizational culture and a significant impact on its
members. According to Alauddin (2004) the practice and appreciation of excellent
work culture within the organization will be able to produce the human workers who
carry out their duties with full commitment, dedication, loyalty, cooperation and
integration. Organizational culture of excellence through earlier, the negative
practices will be avoided, while the positive actions can be enhanced to enable the
organization on track to achieve its goals. Positive work culture that lead to
organizational success well as organizational culture.
On this day, the task of policing an increasingly complex and challenging, even more
so in the future. The current rapid development in our country is felt and all the
precise focus towards making Malaysia as a country that is fully developed by the
Vision 2020. The era of the borderless world of globalization and information
technology (ICT) is rapidly produced a new paradigm shift in improving the police
force level of quality and professionalism of the members to meet public
expectations.
1.2 PROBLEM STATEMENT
The current rapid development has resulted in policing tasks more challenging and
difficult. Among the challenges is the Index Crime rate increased rapidly and the
mode of operation of a complex crime, the threat of drug abuse is increasingly due to
the emergence of new synthetic drugs, the threat of extremism racial and religious
militants, the threat of cyber terrorism and illegal immigrants. Police as a law-
enforcement agencies are important in this country, the duties and responsibilities
based on the “Crime Control” and “due process of law” is a measure of the quality of
professionalism and performance in law enforcement. Current public perception of
police performance is less satisfactory based on a total of 926 complaints received
by the Commission’s 316 recommendations from members of the public as of March
2005. Twenty-two (22) the proposals received from officers and police personnel.
Complaints received many policing issues of concern to the public. A third
complaints (312 [email protected]%) people in connection with the case of the
absence of follow-up on reports made by the police. A total of 191 cases (20.6%)
related to the abuse of power and nearly half of the complaints (186 complaints or
20.1%) of incompetence and lack of accountability. A total of 119 complaints (12.8%)
associated with poor public relations, 98 complaints (10.6%) of police corruption, and
20 complaints (2%) of deaths in police custody. Most of the suggestions from the
public are related to human resources and logistics policies. Another proposal is the
matter of corruption, community policing, human rights aspects of policing and police
body outside the browser.
There are many factors that led to the erosion performance of police work or police
work performance is not satisfactory. Among them is the vision, mission and
strategic objectives of the RMP, RMP leadership factors, the core strategy of the
police force, the factors of motivation, encouragement and rewards of police, core
values and ethics of the police force, police discipline and internal controls and
organizational culture. In this study of organizational culture as a focus or
concentration to undertake a quantitative analysis of whether there was a
relationship between organizational culture and performance in the Royal Malaysian
Police Force. Total index crimes for 2006, 2007 and 2008 were 196.780 cases
respectively, 209.582 and 211.645 cases of the case. We can see that index crimes
increased from 2006 to 2007 is 12.802 or 6.5% of cases while it increased crime
index for the years 2007 to 2008 was 2063 cases, or 1%. The increase in index
crimes dramatically certainly is “Indicator” that shows the level of police performance
is not satisfactory. In organizing an organization, organizational culture
determine how much power should be reduced to an officer
and members of his subordinates, the necessary degree of independence given the
employee duties and the extent to which policies and procedures will be
enforced. Organizational culture also affects the leadership styles of managers or top
Police leadership in the proper use motivational techniques, styles
appropriate leadership and authority levels can be implemented. From enforcement
of decisions in terms of control is external and internal, results should be
emphasized that the control or decision budgetary controls are all affected by culture
of an organization. In other words, organizational culture influences the course
Police management as the organizational culture is not only a
direction of the police alone but is the main thrust influence or motivate police work
performance.
1.3 STUDY QUESTION
1. Is there a relationship between organizational culture and support
the performance of the Royal Malaysian Police Force?
2. Is there a relationship between organizational culture stresses to reward the
performance of the Royal Police Force Malaysia?
3. Is there a relationship between organizational culture and innovation the
performance of the Royal Malaysian Police Force?
4. Is there a relationship between organizational cultures performance-oriented
with the performance of Royal Police Force Malaysia?
1.4 RESEARCH OBJECTIVE
1) Identify the relationship between organizational cultures and support the job
performance of officers and police personnel.
2) Identify the relationship between organizational culture stress to reward the
job performance of officers and police personnel.
3) Identify the relationship between organizational culture and innovation with
the job performance of officers and police personnel.
4) Identify the relationship between performance-oriented organizational culture
with the job performance of police officers and members.
1.5 STUDY SCOPE
The scope of this study is focused on the respondents-respondents consisted
of all 300 senior police officers and members of the police
lower ranks of the police headquarters in Kota Bharu, Kelantan. Lower ranks
comprise of Sub-Inspector, Sergeant Major, Sergeant, Corporal, L / Corporal and
Konstable while senior police officer who made the rank of ACP,
Supt, DSP, ASP, C / Insp. And Insp. The focus of this study were to look at how the
relationship between organizational culture and performance of officers and
members of the team Royal Malaysian Police.
1.6 RESEARCH INTEREST
The study quantitatively the relationship between organizational culture and
performance work for officers and members of the Royal Malaysian Police Force of
Bharu, Kelantan has not been carried out. Information and research findings will be
knowledge or assets useful to the police in an effort to improve performance
employment and quality of service to the public. The study also beneficial to the
study area organizational behavior.
CHAPTER 2
LITERATURE RIVIEW
2.1 INTRODUCTION
In this chapter, the researcher will describe the important things
associated with various definitions and concepts based on the analysis
studies have been made by local or foreign researchers who before the matter are
very similar to the study. There are also variables that is defined so that it see more
clearly the content is written and how researchers measure. This chapter discusses
the concept of culture organization as an independent variable, job performance as
dependent variables, the theoretical framework and research hypotheses.
2 2.2 JOB PERFORMANCE K. Rajkumar (2002) stated Performance
Management is the process of identifying, evaluating and developing the work
performance of employees in the organization, so that organizational goals and
objectives are more effectively achieved, while at the same time benefiting
employees in terms of recognition, receiving feedback, catering for work needs
and offering career guidance. Job performance can be defined as the
performance of the specific requirements of a job in terms of task elements that
must be completed (Broadwell, 1985). Other than that, job performance also can
be defined as the degree of accomplishment of a task that makes up an
individual’s job (L.W.Rue). In other source, job performance is defined as “…
Productivity multiplied by quality it is made up of both the amount of work
completed and the value of the work to the customer…the ability to deliver the
right output in the right way, on time and in one effort” (Philip Ricciardi, 1996). A
worker’s performance on the job is highly related to both the skills of the
individual worker and the interpersonal supports available within the organization.
Motowidlo and Van Scotter (1994), for example, studied the association among
task, contextual, and overall performance in a military setting. They found that
task performance and contextual performance contributed independently to
overall performance. The need to possess good interpersonal skills is essential
for the optimal performance of non-profit workers. For example, Gallagher and
Weinber (as cited in Alvarez, Santos & Vasquez, 2001) stated that, while for-
profit users pay for the product or service, the non-profit users pay for only a part
of the cost of the service and the donors pay the rest. This implies that non-profit
organizations partly depend on the relationship with individuals such as
contributors and not only clients. When surveying managers from public
organization and non-profit organizations, Berman (1999) found that cultures of
social service organizations as opposed to public organizations encouraged a
more open and frequent communication that was directed more toward
excellence rather than compliance. The need to possess good interpersonal
skills is essential for the optimal performance of non-profit workers. For example,
Gallagher and Weinber (as cited in Alvarez, Santos & Vasquez, 2001) stated
that, while for-profit users pay for the product or service, the non-profit users pay
for only a part of the cost of the service and the donors pay the rest. This implies
that non-profit organizations partly depend on the relationship with individuals
such as contributors and not only clients. When surveying managers from public
organization and non-profit organizations, Berman (1999) found that cultures of
social service organizations as opposed to public organizations encouraged a
more open and frequent communication that was directed more toward
excellence rather than compliance. Another feature that has been found to be
including in some job performance studies is the association between
demographic variables and job performance. Bhanthumnavin (2003), for
instance, found gender to be correlated to performance ratings. In another study,
age was found to be correlated with career commitment in human service
professionals (Cherniss, 1991). Other explanatory variable is potentially having a
large effect of job performance in ethnicity. Elvira and Town (2001), for example,
reported race made a difference in the job ratings received by workers from their
supervisors.2.3 ORGANIZATIONAL CULTURE A number of researchers have
identified the organizational culture or same manifestation of culture, like climate
(Jones, 1998), as having an impact on workers. Organizational culture refers to
patterns of belief, symbols, rituals, values and assumptions that evolve and are
shared by the members of the organization (Pettigrew, 1979; Schein, 1992).
Organizational culture influences how workers see themselves and affects their
level of involvement and commitment (Cherniss, 1991). Organizational culture
has also been found to influence worker’s perceptions of support given by the
organization (Rhoades & Eisenberger, 2002). Basically, organizational culture is
the personality of the organization. Culture is comprised of the assumptions,
values, norms and tangible signs (artifacts) of organization members and their
behaviors. Members of an organization soon come to sense the particular culture
of an organization. Culture is one of those terms that are difficult to express
distinctly, but everyone knows it when they sense it. The concept of
organizational culture has gained wide acceptance as a way to understand
human systems. From an "open-systems" perspective, each aspect of
organizational culture can be seen as an important environmental condition
affecting the system and its subsystems. The examination of organizational
culture is also a valuable analytical tool in its own right. This way of looking at
organizations borrows heavily from anthropology and sociology and uses many
of the same terms to define the building blocks of culture. Edgar Schein, one of
the most prominent theorists of organizational culture, gave the following very
general definition:“The culture of a group can now be defined as: A pattern of
shared basic assumptions that the group learned as it solved its problems of
external adaptation and internal integration, that has worked well enough to be
considered valid and therefore, to be taught to new members as the correct way
to perceive, think, and feel in relation to those problems”. (Schein 373-
374)Organizational culture mean is deep, largely subconscious, and tacit code
that gives the 'feel' of an organization and determines what is considered right or
wrong, important or unimportant, workable or unworkable in it, and how it
responds to the unexpected crises, jolts, and sudden change. All new employees
must assimilate this code ('learn the ropes') to know the correct way to behave
and what to expect from other employees. Organizational culture is the sum total
of an organization's past and current assumptions, experiences, philosophy, and
values that hold it together, and are expressed in its self-image, inner workings,
interactions with the outside world, and future expectations. It is based on shared
attitudes, beliefs, customs, express or implied contracts, and written and
unwritten rules that the organization develops over time and that have worked
well enough to be considered valid.Lent and Lopez (2002) highlighted the
importance of studying self- efficacy within organizational cultures. For that
reason, the current study examines worker interpersonal self-efficacy related to
understanding and supporting individuals in need of assistance. Several gaps in
the association between organizational culture and self-efficacy of the non-profit
human service workers are addressed in this study as well. To identify gaps in
organizational culture research that may need to be addressed, it would be
helpful to examine a broader view of culture in organization. Deal and Kennedy
(1982) stated that people are a company’s greatest resources, and the best way
to manage them is through the subtle cues of a culture. The added that a strong
culture is a system of informal rules that spelled out how individuals are to
behave most of the time, and this culture enabled individuals to feel better about
what they did, so they were more likely to work harder. Although for-profit
organization may also use enabling and supporting skills with customers, their
focus is not to provide a human service like non-profit organization, but to
increase their profits. Organizational culture has been defined as the “normative
glue” that holds an organization together (Tichy, 1982). Forehand and von Gilmer
(1964) suggest that culture is the set of characteristics that describe an
organization and distinguish it from others. Schein (1990), in a more
comprehensive fashion, defines culture as values and behaviors that are
believed to lead to success and are thus taught to new members. Morgan (1997)
describes culture as “an active living phenomenon through which people jointly
creates and recreates the worlds in which they live.”For Deshpande & Farley
(1999) defines culture as organiasi a set of values, beliefs, polar-polar behavior
of the form identity core of the organization and help shape employee behavior.
According to Christiansen (2000), culture is part of the set
the unwritten rules. A company has a rule but the company has no regulations
cover every situation a person will be located. Sometimes a person will use their
discretion.
How they use is subject to consideration whether their belief in the company hold
them accountable. Gupta & Govindarajan (2000) present a framework in which
organizational culture has a six-component of the organizational structure,
information systems, individual reward systems, leadership and process. Each
component has their own dimension. O'Reilly et al. (1991) has developed the
organizational culture profile consists of three component. The first component is
to handle work which consists of a detailed three-dimensional, stable and
innovation.
The second component is the organizational structure is divided into two
dimensions of relationship-oriented team and "interpersonal." The third
component is the individual actions that can be divided into two dimensions are
the result of an aggressive attitude.Boon, Arumugam, Vellapan, & Wai Yin (2006)
conducted a study or quantitative analysis of the relationship between
organizational culture and job satisfaction of health sector workers in Malaysia.
The study conducted on workers in four (4) the health organization state. The
findings also showed that employee perceptions of organizational culture and
related variables are significant and positive impact on employee job satisfaction.
This study proves the higher employee awareness of (5) dimensions of
organizational culture that support, emphasis on rewards, innovation,
performance oriented, stability and communication, the more positive reaction to
employee satisfaction. The study also showed that support was the most
dominant dimension of (5) dimensions of organizational culture and has a strong
relationship with employee satisfaction. This study also supports earlier findings
by Lund (2003), Gray, Densten and Sarros (2003). Mohammad & Arif (2000)
have investigated the relationship between organizational culture and work
organization within Pakistan. The study was conducted in seven (7) private
companies in Malaysia. The findings showed there was a relationship between
the organizational culture and organizational commitment, job involvement.
Relation is positive and strong. The results of this study are also consistent with
previous studies in which the role of organizational culture is to promote the
positive work.The findings also show that there are several dimensions of
organizational culture that encourages efficiency and productivity of its
employees which in turn will allow organization achieve competitive advantage
competitive. Thus the organizational culture should be monitored continuously to
the beliefs and a value shared by members of the organization continues to
evolve and ultimately management practices can facilitate a conducive work
culture. Rashid, Sambasivan & Johari (2002) conducted a study on the influence
of corporate culture and organizational commitment to the financial performance
of Malaysian companies. The findings have shownnthere is a correlation
between corporate culture and organizational commitment. Relation is significant
and positive impact on employee job satisfaction. The results of this study are
quite important implications for human resource development and motivate
employees. This study also proved that the corporate culture and organizational
commitment have an impact and influence the company's financial performance.
This means that the kind of corporate culture and organizational commitment
may be an important factor in determining performance or achievements of the
company. Lok & Crawford (2003) conducted a study on the effect of
organizational culture and leadership style on job satisfaction and organizational
commitment for managers of various industries in Hong Kong
and Australia. The findings also showed that managers in Australia have “Mean
Scores” are higher for the variables of organizational culture of innovation and
support on job satisfaction and organizational commitment than managers from
Hong Kong. For both samples, variables, innovation, support and leadership
styles
Grace-feeling has a positive effect on job satisfaction and organizational
commitment.Xavier (2007) has been conducting research on cultural factors and
factors
in determining the entrepreneurial economy in a plural society and being
developed as Malaysia. The findings have shown has no significant correlation
between economic factors and factors culture on entrepreneurial propensity. This
study proves the Malay is correlation between economic factors entrepreneurial
tendencies and no significant correlation relationship of culture with
entrepreneurial tendencies. For Chinese has no significant correlation between
economic factors entrepreneurial tendencies, but there is a correlation
relationship Significant among the factors of culture with entrepreneurial
tendencies. For Indians no significant correlation relationship of these two factors
with entrepreneurial tendencies.2.4 THEORETICAL FRAMEWORK
REVIEWINDEPENDENT VARIABLE DEPENDENT
VARIABLE According to the theoretical framework as in figure 1, the
independent variables consisted of five dimensions of organizational culture
support, emphasis on rewards, innovation and performance oriented. The
definitions of the dimensions of organizational culture are as follows are: 2.4.1
SUPPORTIVENESSYoon & Thye (2000) have investigated the support site
supervisor’s work: authenticity and positive. The findings show support of
colleagues and the organization is essential to bring the supervisor support.
Employees who have a high positive supervisor will receive support because
they are interesting from the aspect of social. Social support will increase job
satisfaction, job commitment, and effectiveness of the organization and conduct
of individuals. Pierce, Sarason & Sarason (1992) conducted a study on
expectations in general and specific support and pressure for expects to support
the response. The findings showed that the with the notion that parents who are
providing support in pre-and post-speech speech is more specific support.
Gelissen (2000) conduct a study on popular support for
institutional cohesion: A comparison of the welfare state in Europe. Results
showed that moral commitment to the welfare state dominate the individual level.
Individual interests take place if someone is depending on handouts of the
welfare state. Janssen (2005) conducted a study on the impact of joint feedback
effect on supervisor support and conduct innovative workers. The findings
indicated support for the supervisor to mediate the relationship between the
perceptions of employees in the workplace and the behavior they are innovative.
According to & Muhammad Sagir (1998) can be defined as the level of support
which provided communications manager, assistant, assistance and support to
their subordinates. According to Ansari (1990) support can be understood as the
organization to support and facilitate
each member of the organization.2.4.2 EMPHASIS ON REWARDSZhang (1998)
conduct a study whether social norms, such as factor "Guanxi" (relationship) and
"Renqing" (the influence of human factors) will affect the results rewarding. The
findings show Chinese national culture in the context of these two factors indeed
influence to reward employees. Moore 's (2003) have investigated whether the
presence of class lectures for students, whether the punishment is more effective
than the reward? The findings showed that improving the attendance rate of
lecture classes related to the advancement of academic performance and stress
the advancement of academic achievement for the benefit of the presence of
class lectures is more effective in improving attendance and class lectures
academic performance when compared to penalties for failure lecture class.
Beckman (1978) conducted a study on the relevance of the remuneration and
cost to the parents and job opportunities for women workers. The findings
showed female workers appreciate professional intrinsic aspects, the relationship
with his son and more like her compared with the non-working women
professionals are more concerned extrinsic value.According to & Muhammad
Sagir (1998) emphasis on rewards can defined as the extent to which rewards
such as salary increases and promotion are based on employee performance in
services, prefer to work and so forth. According to Ansari
(1990) also stresses the benefits organization means an emphasis the rewards
or penalties to control the behavior of workers. Szilagyi (1980) has been carrying
out research on the reasons leader management reward behavior with employee
performance, employee absenteeism and job satisfaction. The results showed
that positive perceptions the behavior is rewarded leader root causes of
performance
workers and job satisfaction. Perceptions of punishing leader behavior are the
cause of dissatisfaction of workers. Perception of performance in relation to the
benefits provided by leader influence a significant effect on employee attitudes
and behavior.2.4.3 INNOVATIONAccording to the Dictionary of Prime (1997)
creativity and innovation can be defined as or a newly introduced, such as
systems, methods, or the traditional way.
According to Chatman & Jehn (1994) means an expected innovation be creative
and to generate new ideas. Duivenboden & Thaens (2008) has been conducting
research related to ICT innovation culture of public sector administration. The
findings showed that the relationship between innovation and public sector
organizational culture is more complex. Accelerate the success of innovative
cultural change. Otherwise successful innovation will eventually lead to changes
in public sector culture. From a study conducted by O'reily III & Tushman (1998)
found two
important norms of organizations that promote the innovation of the norm
that emphasizes the effective and functional working groups and norm groups
that emphasizes speed and urgency. For the working group, three important
factors are collaboration, common goals and shared open information. Norma
said that emphasizes speed results must be provided immediately, expectations
that promote
flexibility and customization, as well as encouraging personal autonomy to
action.Doner, Hicken & Ritchie (2009) conducted a study on the challenges
politics of innovation in developing countries. Findings have shown the political
willingness to promote innovation and the structure of political organization is
strongly influenced by threats faced by leader. Richman, Udayakumar, Mitchell &
Schuman (2008) have carried out study on how organizations can be innovative
reform healthcare industry. The findings showed that the prospect of innovation
is the way Best Solution for the cost of expensive and weaknesses of the quality
system American health.2.4.4 PERFORMANCE ORIENTEDThe people in the
category performance-oriented on the contrary, do not at all strive for perfection.
Instead they have a need to achieve performance immediately. Such
performance leaves no time for intellectual curiosity. Instead, techniques already
known to them must be applied to solve problems. To these people, failure is a
disaster whose sole feature is to harm instant performance. Similarly, learning
represents the possibility of failure and must thus be avoided if possible. To the
people in this category, knowledge in other people also represents a threat. As
long as everybody around them uses tools, techniques, and methods that they
themselves know, they can count on outperforming these other people. But when
the people around them start learning different, perhaps better, ways, they must
defend themselves. Other people having other knowledge might require learning
to keep up with performance, and learning, as we pointed out, increases the risk
of failure. One possibility for these people is to discredit other people's
knowledge. If done well, it would eliminate the need for the extra effort to learn,
which would fit very well with their objectives.Improving performance has been
the most serious issue in the current discussion of public organizations and their
management. The last two decades have witnessed the emergence
“performance-oriented management” (POM) practices as a primary vehicle for
improving governmental performance. POM can be broadly defined as
management strategies that apply rational management tools and/or use of
incentives as the main drivers for enhancing performance. Despite the
significance of POM in the practice of public management, however, few
systematic efforts have been made to investigate the effectiveness of POM as a
management strategy for enhancing governmental performance. The importance
of this study is that it fills the void by drawing on data from a large-scale federal
survey to test whether POM actually ensures the results envisioned by its
advocates. The results of the analyses show that both of the core elements of
POM goal setting and incentive system design are important factors that affect
performance dimensions such as productivity and quality of work, providing
support for the idea that POM can be a performance driver in governmental
settings. In an effort to further the understanding of POM, this study also
examines whether the impact of POM on organizational performance is
conditioned by the presence of intensive external political influences. POM
sceptics often point to the political environment as a primary challenge for
successful implementation of POM in governmental settings. Here, subgroup
analysis results are mixed. Goal setting is less effective in improving
organizational performance in federal agencies with high political salience than in
federal agencies with low political salience. The effect of design of incentive
systems is not significantly different across the groups. Finally, implications of the
research findings are discussed in relation to the issue of administrative reform
and the research on governmental performance.Giota (2006) have investigated
the relationship between orientation
goals, accomplishments and good behavior in school. Findings shows that
students who have been negatively perceived orientation shows that low
academic achievement, self-assessment low and high anxiety levels when
compared with
other students. Ge & Ding (2005) conducted a study on market orientation,
competitive strategy and performance. The findings show customer orientation
and innovation that has the effect of strategic strong company
performance.HYPOTHESIS
1) Ho: there was no relationship between organizational culture and
support the job performance of police personnel.
2) Ho: there was no relationship between organizational culture stresses
to reward the job performance of police personnel.
3) Ho: there was no relationship between organizational culture and
innovation with the job performance of police personnel.
4) Ho: there was no relationship between performance oriented
organizational cultures with the job performance of police personnel.
CHAPTER 3
RESEARCH METHODOLOGY
3.1 INTRODUCTION
This chapter will discuss in detail the approaches, methods and processes which will
be used to collect and analyze data needed to test the hypothesis. The matters to be
discussed related to the methodology of the study include the population and
sample, data collection methods, questionnaire design, pilot test, test reliability and
data analysis methods.
3.1.1 STUDY SAMPLE AND DATA COLLECTION METHOD
This study relies heavily on primary data. The sample selection is appropriate to the
topic selected for the sample is composed of those who are in the organizational
culture and understanding tasks and problems in the department during their tenure.
Collection data in this study involved the distribution of a questionnaire that
distributed to police officers and members of the Liaison Officer Civil Police Force. A
total of 3OO structured questionnaire distributed through the delivery of hands to the
officers concerned. Respondents were given two weeks to complete the
questionnaire and use only as much as 169 just to make the analysis in this study.
3.1.2 DESIGN QUESTIONNAIRE
In the course of this study, researchers have used questionnaires a structured
questionnaire. Each measurement is derived from studies published in academic
journals. The structure of this questionnaire consists of three parts, Part A
for demographic (demographic variables), Part B for the items associated with
organizational culture and Part C for that item related to job performance as shown
in Appendix B. All these items are taken from the publication of the English
language. For order to facilitate understanding of the questions raised
particularly to members of the police, the translation to Bahasa Malaysia has been
made. Part A consists of seven (7) items on the demographic (background
rear) of samples to be studied. It includes the department, gender, age, marital
status, educational level, and rank. Questionnaire Part B is to measure
organizational culture available at police headquarters in Kota Bharu. It consists of
25 questions divided into four dimensions of support, emphasis on rewards,
innovation, and performance oriented. Organizational culture instruments were
adapted from studies by Boon, Arumugam, Vellapan, & Wai Yin (2006) that
developed from this study Steward (1986). Section c Questions about the dependent
variable, job performance using the instruments of self-assessment system (self -
rating system) and questions of performance is taken from a study of Suliman's
(2001) in which this instrument is 19 items. Work performance is evaluated through
self-assessment system. It requires respondents to assess their own performance.
According to Mathis & Jackson (2003) self-assessment workers are a source of
performance information a valuable and reliable. According Maber & Peace
(1995) workers are people who know best their own performance. This is because
the workers are on duty or work and have authentic information related to the
strength and weak performance. However, problems that might arise from the use of
self-evaluation is to assess the possibility of any employee of their own
too loose. These limitations are offset by the fact that most workers is honest when
asked about their strengths and weaknesses. They can compare their performance
with prior expectations. According Newstrom & Davis (1993) to reduce the self-
assessment threats to the dignity of other people looked. In addition, by Lyles & Salk
(1997) as cited by Montes et al., (2005) response performance is a reasonable
substitute for objective performance evaluation.
3.2 PILOT TEST
A pilot study (pilot study) is a small-scale studies that conducted before the actual
study done. It was done to see or to test the feasibility, reasonableness or reliability
of then an instrument used for research to be done. By this pilot study, also known
as "mini review" of a scale study-full (full scall study) was conducted. A pilot study
was conducted the 30 respondents policemen in Kota Bharu, Kelantan. According to
Hair et. al. (2007), for the purpose of the pilot study, number of subjects that are of at
least four or five individuals and the maximum amount is not more than thirty. A
questionnaire distributed was collected a week later. Feedback on the clarity of
words and the direction is positive.
Overall, the respondents understand the questions and answers question, despite
some corrections, especially the related to the translation section. Questionnaire
were collected checked to ensure that all questions be answered before any work
Data entry is made for reliability purposes. Results Cronbach's Alpha value of the
test pilot and test for the five dimensions of trust organizational culture and
performance are shown in Table 3.3 as follows:
Result Reliability
VARIABLE ALPHA CRONBACH
_________________________________________________________________
SUPPORTIVESS .765
EMPHASIS ON REWARDS .717
INNOVATION .567
PERFORMANCE ORIENTED .728
JOB PERFORMANCE .850
________________________________________________________________
REFFERENCE
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APPENDIX
Scale: sokongan
Case Processing Summary
N %
Cases Valid 30 100.0
Excludeda 0 .0
Total 30 100.0
a. Listwise deletion based on all variables in the
procedure.
Reliability Statistics
Cronbach's
Alpha N of Items
.765 5
Scale: ganjaran
Case Processing Summary
N %
Cases Valid 30 100.0
Excludeda 0 .0
Total 30 100.0
a. Listwise deletion based on all variables in the
procedure.
Reliability Statistics
Cronbach's
Alpha N of Items
.717 5
Scale: inovasi
Case Processing Summary
N %
Cases Valid 30 100.0
Excludeda 0 .0
Total 30 100.0
a. Listwise deletion based on all variables in the
procedure.
Reliability Statistics
Cronbach's
Alpha N of Items
.567 5
Scale: performance oriented
Case Processing Summary
N %
Cases Valid 30 100.0
Excludeda 0 .0
Total 30 100.0
a. Listwise deletion based on all variables in the
procedure.
Reliability Statistics
Cronbach's
Alpha N of Items
.728 5
Scale: prestasi kerja
Case Processing Summary
N %
Cases Valid 30 100.0
Excludeda 0 .0
Total 30 100.0
a. Listwise deletion based on all variables in the
procedure.
Reliability Statistics
Cronbach's
Alpha N of Items
.850 19
QUESTIONARE
BAHAGIAN A : MAKLUMAT PERIBADI
PANDUAN: Soalan ini bukan satu ujian dan tidak perlu bimbang semasa
menjawabnya. Kajian ini dibuat secara menyeluruh dan bukan bertujuan
untuk mengkaji atau memberi perhatian kepada individu tertentu. Sila
tandakan ( _/ ) pada ruangan yang disediakan berkenaan tentang diri anda.
1.JABATAN :
Jabatan Siasatan Jenayah
Jabatan Siasatan Jenayah Komersil
Jabatan Siasatan Jenayah Narkotik
Jabatan Logistik
Jabatan Pengurusan
Jabatan KDN/KA
Jabatan Cawangan Khas
2. JANTINA : Lelaki
Perempuan
3. UMUR : ≤20
21-25
26-30
31-35
41-45
46-50
51-58
4. STATUS : Bujang
PERKAHWINAN Berkahwin
5. KELULUSAN TERTINGGI: PHD
SARJANA
SARJANA MUDA
DIPLOMA / STPM
SPM
PMR DAN KEBAWAH
6. PANGKAT : ACP C/INS-INS/P KPL
SUPT SUB INSP L/KPL- KONS
DSP SJN MEJAR
ASP SJN
BAHAGIAN B: BUDAYA ORGANISASI
Sila gunakan lima skala di bawah dan bulatkan untuk menunjukkan sejauh
mana anda bersetuju atau tidak bersetuju dengan setiap pernyataan tentang
budaya organisasi anda pada masa ini.
1 2 3 4 5
Sangat Tidak Setuju Tidak Setuju Tidak Pasti Setuju Sangat Setuju
1) SUPPORTIVENESS
1. Misi organisasi Polis Diraja Malaysia adalah jelas
kepada semua
pekerja.
Organizational mission of Royal Malaysia Police Force clear to all
employees.
1 2 3 4 5
2. Polis Diraja Malaysia menyokong pembangunan
profesional.
Royal Malaysia Police Force support for professional development.
1 2 3 4 5
3. Polis Diraja Malaysia menyokong pembangunan
peribadi.
Royal Malaysia Police Force support for personal development.
1 2 3 4 5
4. Polis Diraja Malaysia sentiasa bertindak berdasarkan
prinsip bahawa manusia ialah asetnya yang paling
penting.
Royal Malaysia Police Force consistently acts on the principle that
people are its greatest asset.
1 2 3 4 5
5. Semua orang dilayan secara saksama dalam Pasukan
Polis Diraja Malaysia.
People are treated fairly in Royal Malaysia Police Force.
1 2 3 4 5
2) REWARD
1. Ganjaran dan penghargaan adalah selaras dengan
sumbangan individu dalam Polis Diraja Malaysia.
Rewards and recognition consistent with individual contribution in
Royal Malaysia Police Force.
1 2 3 4 5
2. Dalam Pasukan Polis Diraja Malaysia, kreativiti/inovasi
diberikan ganjaran.
Creativity/ innovation is rewarded in Royal Malaysia Police Force.
1 2 3 4 5
3. Pasukan Polis Diraja Malaysia menyedari perlunya
menyeimbangkan keperluan peribadi dengan keperluan
organisasi.
Royal Malaysia Police Force is aware of need for balance between
personal and organizational needs.
1 2 3 4 5
4. Polis Diraja Malaysia memberikan faedah sampingan
yang berkualiti.
Royal Malaysia Police Force accommodate good quality of fringe
benefits.
1 2 3 4 5
5. Tahap gaji di Polis Diraja Malaysia selaras dengan
tahap gaji dalam organisasi lain bagi pekerjaan yang
setaraf dengannya.
Pay levels of Royal Malaysia Police Force consistent with
comparable work in other organizations.
1 2 3 4 5
3) INOVASI
1. Polis Diraja Malaysia menggalakkan dan menyokong
inovasi.
Royal Malaysia Police Force encourages and supports for
innovation.
1 2 3 4 5
2. Polis Diraja Malaysia menggalakkan input daripada
pekerja.
Royal Malaysia Police Force encourages employee input.
1 2 3 4 5
3. Polis Diraja Malaysia memberikan peluang kepada
pekerjanya untuk turut serta dalam proses membuat
keputusan dalam organisasi.
Royal Malaysia Police Force gives the opportunities for employee
involvement in organizational decision-making.
1 2 3 4 5
4. Polis Diraja Malaysia bertindak balas terhadap input
daripada pekerja -tindakan susulan dibuat.
Royal Malaysia Police Force responsive to employee input-there is
follow-up.
1 2 3 4 5
5. Polis Diraja Malaysia mempunyai kemudahan fizikal
yang berkualiti.
Royal Malaysia Police Force possess quality of the physical
facilities.
1 2 3 4 5
4) PERFORMANCE ORIENTED
1. Perkara yang mengeratkan perpaduan dalam Polis
Diraja Malaysia ialah penekanan ke atas tugas dan
pencapaian matlamat.
The glue that holds Royal Malaysia Police Force together is the
emphasis on task and goal accomplishment.
1 2 3 4 5
2. Dalam Polis Diraja Malaysia,matlamat ke arah
penghasilan dikongsi bersama.
In Royal Malaysia Police Force a production orientation is
commonly shared.
1 2 3 4 5
3. Polis Diraja Malaysia memberikan maklum balas
tentang prestasi di semua peringkat organisasi.
Royal Malaysia Police Force gives feedback on performance at all
levels of the organization.
1 2 3 4 5
4. Polis Diraja Malaysia mengekalkan pekerja yang baik
dalam organisasi.
Royal Malaysia Police Force retain good people in the
organization.
1 2 3 4 5
5. Polis Diraja Malaysia mengamalkan sistem pengurusan yang
sepadan dengan tanggungjawab yang dipikul.
Royal Malaysia Police Force practices management adequate for its level of
responsibilities.
1 2 3 4 5
BAHAGIAN C : PRESTASI KERJA
Sila gunakan lima skala berikut dan bulatkan untuk menyatakan dengan jujur
prestasi kerja semasa anda.
1 2 3 4 5
Sangat Tidak Setuju Tidak Setuju Tidak Pasti Setuju Sangat Setuju
1. Saya tahu kerja yang perlu saya lakukan setiap hari
dan prosedur yang perlu diikuti.
I understand on a daily basis what I need to carry out in my
work, and what procedures are to be used.
1 2 3 4 5
2. Saya tahu matlamat dan keperluan kerja saya.
I understand my work goals and requirements.
1 2 3 4 5
3. Saya tahu tanggungjawab kerja saya.
I understand my work responsibilities.
1 2 3 4 5
4. Saya mempunyai kemahiran yang mencukupi untuk
melaksanakan kerja saya dengan cekap.
I have sufficient know-how to carry out my work proficiently.
1 2 3 4 5
5. Saya tahu langkah, prosedur dan kaedah yang perlu
diikuti untuk melaksanakan kerja.
I understand the steps, procedures, and methods required to
carry out the work.
1 2 3 4 5
6. Saya biasa dengan kemahiran yang diperlukan untuk
melaksanakan kerja dengan berkesan.
I am familiar with the skills required for the work to perform
effectively.
1 2 3 4 5
7. Saya bersemangat untuk melakukan kerja saya.
I have the desire to carry out my work.
1 2 3 4 5
8. Saya bekerjasama dengan penyelia demi manfaat
kerja.
I cooperate with the supervisor(s) for the benefit of work.
1 2 3 4 5
9Saya bekerjasama dengan rakan sejawat demi
manfaat kerja.
I cooperate with the peers for the benefit of work.
1 2 3 4 5
10. Saya boleh menumpukan perhatian dan memberikan
yang terbaik dalam kerja saya.
I can concentrate on and give my best to the work.
1 2 3 4 5
11. Hasil kerja saya betul dan tidak mengandungi
kesilapan.
My work outcomes are free from errors and accurate.
1 2 3 4 5
12. Saya mampu menghasilkan kerja yang berkualiti
tepat pada masanya.
I am able to complete quality work on time.
1 2 3 4 5
13. Kepantasan saya bekerja adalah memuaskan.
My work speed is satisfactory.
1 2 3 4 5
14. Saya mampu menyelesaikan kerja yang banyak
tepat pada masanya.
I am able to complete quantity work on time.
1 2 3 4 5
15. Saya berpegang pada amalan dan pendekatan
sebelum ini semasa melakukan kerja.
I stick to previous practices and approaches when doing my
work.
1 2 3 4 5
16. Saya mencari cara baru untuk menyelesaikan
masalah kerja saya.
I search for fresh and new ways for resolving problems in my
work.
1 2 3 4 5
17. Saya mengemukakan dan mencuba idea baru dalam
kerja saya.
I come up with and try new ideas in my work.
1 2 3 4 5
18. Saya cuba mempersoalkan cara lama melakukan
kerja saya.
I try to question old ways of doing things in my work.
1 2 3 4 5
19. Saya berpegang pada tabiat lama apabila
melakukan kerja.
I stick to old established habits when doing my work.
1 2 3 4 5