A Case Study of Selected Factors of Job Satisfaction Among Flint Police Officers.

Abstract

The importance of job satisfaction for police officers is emphasized in this study. For numerous reasons, a police officer's sense of satisfaction and well-being in his or her work benefits the officer, the employer, and the general public. This dissertation is an exploratory study of selected aspects of job satisfaction among Flint police officers. Its purpose is to discover new ideas and insights in this area, and to provide a basis for further meaningful research. The research was conducted within the Flint Police Department, Flint, Michigan. A job satisfaction-measuring instrument, in questionnaire form, was administered to all police officers ("patrolman" level) and police sergeants. There were 211 respondents, representing a sixty-nine percent return. Six basic areas of job satisfaction were studied. These include co-workers, supervision, work, pay, promotions, and total job satisfaction. A number of significant relationships were shown between these items and various demographic factors of the respondents, such as sex, rank, and career plans. The officers' levels of job satisfaction were measured, and comparisons were made with other workers previously tested in business and industry. The responding officers expressed what they perceive as the most positive, satisfying aspects of their jobs as Flint police officers. They also related the most discouraging, dissatisfying aspects of their jobs. Further, they suggested changes which they feel would make their jobs more satisfying and worthwhile. Though the study is basically exploratory in nature, a number of possible implications of the research results are discussed. The importance of promotions, status, and recognition are emphasized, and possible methods of improvement in these areas are considered. Also discussed as possible improvements deserving consideration are the following potential programs: alternate career paths within the system; job enrichment and educational incentive programs; some modification in the rigid shift selection system; a channel for officers to express their ideas and suggestions to the top management of the department; and a means of expression of officers' frustrations with elements of the criminal justice system. In conclusion, the need for further research is expressed in this study, and especially attractive research areas are identified.