Final Submission For Oral Defence - 22.08.2019 Eveving

Running head: EMPLOYEE MOTIVATION, PERFORMANCE AND RETENTION
A study to identify key motivators that will improve performance and increase retention among
rank and file Police officers in St James
Nadine Burke-Dennis- 20051556
Keisha Lewis- 20041439
Nicola Myers- 20113063
Kevin V. Watson- 20031046
Tracy-Ann Smith-Williams- 20161350
Presented in partial fulfillment of the requirements for the
Commonwealth Executive Masters in Business Administration
Faculty of Business Administration
University of the Commonwealth Caribbean (UCC)
August 31, 2019

EMPLOYEE MOTIVATION, PERFORMANCE AND RETENTION 2
Abstract
The purpose of this study is to identify key motivators essential to enhancing the performance of
rank and file police at the St. James Divisional Police Headquarters and to suggest strategies that,
if implemented, may also increase retention. This study utilized a case study qualitative research
design and a phenomenological genre to navigate through the lived experiences of officers. Data
was collected by interviewing rank and file police officers who satisfied the criteria for the
sample and observing participants in their in-house working environment. The secondary data
obtained from literature review corroborated much of the findings from the primary data and
provided the research team with a clearer understanding of the phenomenon under study. The
researchers found that promotion is of paramount importance to the motivation of the
participants albeit there are inconsistencies in the application of the promotional policy in the
JCF. The contribution of the rank and file members were not always solicited in policy
preparation which ultimately affected their performance. Low wages, lack of resources as well as
poor working condition also fueled the discontentment of the officers. The study also revealed
that leadership styles at various levels impacted the organizational culture and the psyche of the
officers. Factors such as outmoded technology and legislative system proved challenging to the
officers in the fight against crime. Given the findings from the study, the research team made
recommendations as to what measures may be taken to provide greater motivation for the
officers, thereby enhancing their on-the-job performance and increase retention.
Keywords: Employee Motivation, Performance, Retention, Police Officers

Declaration of Originality
“By submitting this paper, we affirm that this work is our own, except for where the
words or ideas of others are specifically acknowledged. We also affirm that this work did not
exist before the beginning of this course; and that neither us nor anyone else have submitted or
will submit this paper (or one substantially consisting of the same information) for credit for this
or any other course”.
Nadine Burke-Dennis ______________________
Keisha Lewis ____________________________
Nicola Myers ____________________________
Tracy-Ann Smith-Williams__________________
Kevin V. Watson__________________________
Table of Contents
Abstract ……………………………………………………………………………………....2
Declaration of Originality …………………………………………………………………....4
Table of Content ……………………………………………………………………………..5
Acknowledgement .………………………………………………………………………………………...9
Chapter 1……………………………………………………………………………………10
Introduction ...………………………………………………………………………….…10
Background……………………………………………………………………………….11
The Jamaica Constabulary Force (JCF) ………………………………………………….12
The Organisational Structure of the JCF……………………………………………….…13
Case Study Police Station ……………………………………………………………..…14
St. James, a Parish in Crisis………………………………………………………………15
Statement of the Problem …………………………………………………….………….16
Theoretical Framework ………………………………………………………………….17
Purpose of the Study …………………………………………………………………….18
Research Questions ………………………………………………………………….…..18
Assumptions ……………………………………………………………………………..19
Significance of the Study ………………………………………………………………..19
Delimitations of the Study ….…………………………..………………………………..21
Limitations of the Study ………………………………………………………………....21
Definition of Terms ……………………………………………………………………...21
Organisation of the Paper…….………………………………………………………......22
Chapter 2- Literature Review ……………………………………………………………....23
Introduction ……………………………………………………………………………..23
Motivational Needs of Employees ……………………………………………………...25
Managerial Policies and Motivational Needs …………………………………………..29
Managerial Policies and Law Enforcement Agencies ……..………………………30
Relevance for Formulating Policies………………………………………………...30
Policy Formulation Process ………………………………………………………..31
Policies that are Aligned to Motivational Needs of Officers ……………………....32
Motivational Strategies and Employee Perception ……………………………………..33
Organisational Culture and Motivation …………………………………………………38
Police Organisational Culture …………………………………………………………..39
Culture of the Jamaica Constabulary Force (JCF) ……………………………………...40
External Environment and Police Performance ………………………………………...42
Measuring Police Performance …………………………………………………………43
Citizens and Police Performance ……………………………………………………….44
Politics and Police Performance ………………………………………………………..45
Technology and Police Performance ………………………………………………..….46
Summary of Literature ………………………………………………………………….48
Chapter 3- Methodology ………………………………………………………………….52
Introduction ……………………………………………………………………………..55
Research Design . ………………………………………………………………………52
Data Collection Methods ……………………………………………………………….54
Interviews ………………………………………………………………………………54
Observation …………………………………………………………………………….55
Population ………………………………………………………………………………56
Sample . …………………………………………………………………………………57
Conceptualisation and Operationalization ……………………………………………...59
Procedure ……………………………………………………………………………….60
Pretesting ………………………………………………………………………………..61
Data Analysis …………………………………………………………………………...62
Timeline ………………………………………………………………………………...62
Budget .………………………………………………………………………………….62
Ethical Considerations …………………………………………………………………..63
Research Reliability and Validity ………………………………………………………64
Chapter 4 - Results……………………..…………………….………………………........66
Introduction ……………………………………………………………………………..66
Response Rate …………………………………………………………………………..67
Demographics …………………………………………………………………………..68
Presentation of Findings ………………………………………………………………..68
Motivational Needs of the Rank and File Police Officers …………………………69
Managerial Policies Aligned to Motivational Needs of Officers ………………….73
Motivational Strategies to Support Performance and Retention …………………..79
Internal Culture of the JCF Enhancing Officers’ Motivation .……………...……..86
External Factors Influencing the Performance of selected Police Officers ……….91
Summary of Findings………………………………..…..…………………………….100
Chapter 5 – Discussion of Results ………………………………………………………...104
Overview ……………………………………………………………………………..104
Discussion of Findings ..……………………………………………………………...105
Motivational needs of rank and file officers ……………………………………..105
Managerial policies of the JCF aligned to supporting motivational needs……..…107
Perceived motivational strategies to enhance output and encourage retention …...111
The internal culture and officers’ level of motivation……………………..……...113
External environment effects on police officer performance ……………..……...116
Implications of Findings ……………………………………………………………...121
Conclusions …………………………………………………………………………..124
Recommendation ………………………………………………………………….….126
Suggestions for Further Studies……..………………………..……………..………...130
References ……………………………………………………………………………….131
Appendix A - Police Divisional Breakdown of Murders ……..….…..……………….…144
Appendix B – Permission Letter

Formal request letter which was addressed to the Commissioner of Police……..…...145
Appendix C - Approval letter from the JCF…..………………………………………..147
Appendix D – Informed Consent Form …………..……………………………………..149
Appendix E – Work Schedule Gantt Chart…………...…………………………….........151
Appendix F - Research Budget ………………………………………...………………..152
Appendix G – Interview Schedule …………………………………...………………….153
Appendix H – Questionnaire Cover Letter …………………………...…………………154
Appendix I –Questionnaire…………………………………………...……………….…155
Appendix J – Observation Protocol.………………………………………………...…...161
Acknowledgement
The researchers express sincere gratitude for the contributions that led to the completion
of this project. We are extremely grateful to the Almighty for the health, ability and the spirit of
perseverance that He bestowed upon us to be able to conclude this thesis. We are grateful to our
advisor, Dr. Dorothy Pringle, for her guidance and for sharing her knowledge throughout our
research. We are thankful also to Dr. Henry Gray for the unwavering support offered through his
general instantaneous responses and his expert advice that assisted us with the finalization of this
thesis. Appreciation is also extended to Mr. Sheldon Francis for support rendered throughout the
writing of this paper.
We take this opportunity to thank the Police Department, especially the officers who
participated in the research. Thanks also to the staff of the University of the Commonwealth
Caribbean for the learning experience afforded to us and for their support. We must thank our
families, friends and co-workers for their support and patience in understanding our absence
throughout the writing of this thesis. From all the members of the group, wholehearted gratitude
is extended to all who assisted, directly and indirectly, and have lent their hand in this venture.
Chapter 1
Introduction to the Study
The enduring success of an organisation predominantly depends on engendering highly
engaged employees who are motivated towards productivity and innovation (Syptak, Marsland,
& Ulmer, 1999). This statement is widely believed to be applicable to all organisations: business
and non-business. The organisation of interest to this study is the Jamaica Constabulary Force
(JCF). Law enforcement entity, is of national importance, and thus requires stability and
perpetuated development. It is therefore imperative for the employees in this organisation to be
motivated and satisfied in such a way, that they may align their efforts towards achieving the
mandate of the organisation.
Kovach (2001) postulated the importance of understanding the link between motivation and
performance, and the importance of discovering each employee’s diverse motivational needs.
Kovach emphasized that this understanding of employee’s motivational needs is crucial to
‘improved productivity and ultimately, to the health of the organisations in general, industries
and eventually nations.
The rest of the chapter is organized as follows: the Background of the Study gives an
overview of the case study organisation, its organisational structure and demographics of the
specific case study location. This will be followed by the statement of the problem, theoretical
framework, purpose of the study, research questions and assumptions. Also, the significance of
the study, delimitations and limitations of the study, definition of key terms and finally, an
outline of the overall organisation of the paper will be presented.

Background to the Study
Happiness is important to the success of law enforcement professionals who are given
great responsibility and power (Adebayo & Ogunsina, 2011). As a result, there has been
significant interest in research surrounding how to achieve employee motivation as a
precursor to greater employee productivity (Ozbaran, 2010). Miller, Mire, and Kim (2009)
argued that individuals who experience high levels of satisfaction in their jobs are usually
significantly more motivated to accomplish essential tasks, and are more likely to align
themselves in achieving the overall goal of the organisation.
Hoath, Schneider and Starr (1998), found that motivation is just as applicable to police
officers as to workers in other orgonizations. The suggestion is that where motivation is
lacking, work attitudes are negatively affected which ultimately impacts the services that
the law enforcement organisation provides. With regards to police officers, Hoath,
Schneider and Starr (1998) further stated that:
1. When police officers display a negative attitude towards their jobs, albeit, the
negative attitudes may be due to a lack of motivation, their actions may adversely
affect the views and perceptions of the public towards the law enforcement
organisation and its officers.
2. A law enforcement organisation has a moral obligation to show concern for its
employees and promote work-related attitudes among them.
The Jamaica Constabulary Force (JCF). In 1832, following the Samuel Sharpe led
rebellion which culminated with an upsurge of violence by runaway slaves, an organised and
structured law enforcement organisation was established in Jamaica. This organisation was
initially entitled the Office of the Constable. (Brown-Campbell, 1999). During the early years of
this organisation, members of the police force were accountable to justices of the peace who took
the necessary measures to maintain public law and order. As the police force evolved over the
years, so did several issues which challenged its existence. The Morant Bay Rebellion in 1865
was the momentous juncture that occasioned the official birth of the Jamaica Constabulary Force
(JCF). The JCF, a formal institution with a clearly defined structure emerged to address and
correct the deficiencies of the previous police force (Brown-Campbell, 1999).
Currently, the JCF falls under the authority of the Ministry of National Security and has the
following core functions:
To maintain law and order, to assist in the prevention and detection of crime To investigate
alleged crimes, to protect life and property, to enforce all criminal laws as defined by the
Jamaican penal code and to provide general assistance to the public ("Jamaica
Constabulary Force", 2017).
The JCF presently has a staff complement of over 12,000 men and women serving at
various ranks in the organisation (About Us | The Jamaica Constabulary Force, 2017). The
vision of the JCF is “to be a high quality professional service that is valued and trusted by
all the citizens of Jamaica”; and its mission is “to serve, protect and reassure the people in
Jamaica”. Thus, the driving philosophy of the JCF is to serve, protect and reassure with
courtesy, integrity and proper respect for the rights of all (Jamaica Constabulary Force,
2017).
The JCF delivers a 24-hour service to an estimated 2.9 million Jamaicans as well as
visitors to Jamaica and is divided into five geographical areas which are further subdivided
into 19 divisions. Each division is managed by a senior superintendent or superintendent of
police, who is charged with the responsibility to develop and shape policies within his or
her jurisdiction. The St. James Division comprises of 12 police stations (Jamaica
Constabulary Force, 2017). It is headquartered in Montego Bay which is the case study
organisation.
The JCF Corporate Plan 2015 - 2018 highlighted that the intended outcome of the JCF
is to build safer and more supportive communities, with emphasis on crime reduction as
outlined by the following strategic priorities:
1. Preventing and reduction of serious, violent and organized crimes
2. Improving public safety, confidence and trust
3. Strengthening the performance and accountability framework
4. Enhancing respect for human rights and human dignity
5. Enhancing the professionalism and morale of members
6. Modernization through technology

The realization of these outcomes significantly depends on labour intensive
approaches such as pre-emptive problem-solving policing, criminal investigation and
prosecution, traffic management, special operations into organised crime and major crime,
public safety and calls for assistance (JCF corporate plan, 2015).
The organisational structure of the JCF. The JCF operates with a hierarchical structure
which has 11 ranks which are divided into two groups - the gazette officers and the rank and file
officers. The ranks of commissioner, deputy commissioner, assistant commissioner, senior
superintendent, superintendent, deputy superintendent and assistant superintendent comprise the
gazetted officers while rank and file personnel include inspector, sergeant, corporal and
constable (Jamaica Constabulary Force Act, n.d.). The leadership structure in the JCF is
centered on the Commissioner of Police as the head of the ‘High Command’ and is
supplemented by Deputy and Assistant Commissioners ( “Jamaica : Structure and Hierarchy of
the Jamaica Constabulary Force (JCF)”, 2010).

Case study site. The case study police station is the Divisional Headquarters for the parish of
St. James and is one of the nineteen (19) police divisions of the Jamaica Constabulary Force
(JCF Statistics and Information Management Unit, 2017). The division has an operational
complement of approximately 244 members across varying functional units. The main units are:-
i. Senior officers led by the Senior Superintendent of Police,
ii. Administration/General Office
iii. Criminal Investigation Bureau (CIB)
iv. Divisional Intelligence Unit (DIU)
v. Operations
vi. Training
vii. Traffic
viii. Community Safety and Security (CSS)
St. James, a parish in crisis. The parish of St. James has a land mass of 591.2 sq km and a
population of 184,662 (Parish Profile: St. James - Jamaica Information Service (JIS), (n.d.). St.
James is located on the north-west end of Jamaica and is bordered by Trelawny to the east, St.
Elizabeth to the south and Hanover and Westmoreland to the west. The capital of St. James is
Montego Bay, the second official city of Jamaica (Parish Profile: St. James - Jamaica
Information Service, n.d.).
St. James depends on tourism significantly as a source of foreign exchange for the
parish. As much as 80% of the parish of St. James is dependent on the tourism industry
(Ministry of Local Government & Community Development- Local Authorities, n.d.). It is
also regarded as a parish riddled with high crime rates taking the lead as the division having
the most murders up to June 2017 (FULL LIST: Murders by police divisions... Homicides
jump 19 per cent, 2017). According to JCF Statistics and Information Management Unit
(2017) between January 01 and July 15, 2016, the St. James division had the highest number
of murders with a recorded figure of 139 homicides. This was twice the number of murders
recorded by the St. Catherine North Division which had the second highest murder tally.
The JCF Statistics and Information Management Unit further outlined that the number of
murders occurring in the St. James division for the same period in 2017 increased by 8.6%
and again recorded the highest number of murders as illustrated by Figure 1 (See Appendix
A).
In an article published in the Jamaica Observer newspaper dated March 29, 2017, Hines
outlined that business operators in St. James and Western Jamaica were becoming anxious
and extremely frustrated over the continuous homicides in the region. Hines further stated in
his newspaper article that business operators were expressing grave concerns and
uncertainty about how the effect of the crime would affect the viability of their business. In
2017, a survey commissioned by the World Economic Forum revealed that crime and theft
ranked the highest among factors that negatively affected businesses’ ability to compete
nationally and globally. The survey also highlighted other factors such as corruption, poor
work ethics and inflation that might be directly or indirectly related to criminal activities.
Considering the enormity of the demands of both government and citizens on police
officers, it is imperative that special attention be given to the individual motivational
needs of the officers. The idea of exploring and addressing the motivational needs of
police officers has been examined in similar law enforcement agencies in other
jurisdictions. Susan, Gakure, Kiratchu and Waititu (2012) found in their research that the
performance of police officers can be improved if emphasis is placed on identifying
motivational factors to align with individual’s motivational needs. However, this requires
the commitment of the employer and the willingness of the employee.

Statement of the Problem
Findings of the strategic review of the JCF undertaken by the Ministry of Security
(2008), revealed deficiencies in the ability of the JCF to retain a competent and motivated
workforce. Henry (2017) recounted the cries of Deputy Commissioner of Police, Clifford
Blake who shed light of the spiraling attrition rate of over 500 police personnel per annum;
a gap that the Force is trying desperately to fill. This situation overtime has affected the
crime rates of the nation.
In response, successive governments have worked together with the JCF to execute
several initiatives to reduce the crime rate; yet the desired results have not been attained.
The researchers are of the view that at the core of the problem is that most of these
initiatives have been focused on crime fighting strategies and campaigns directed at
apprehending the wrong doers, with too little attention being given to the needs of the
police personnel who are charged with the responsibilities to implement the initiative. The
research team is cognizant that such low success rates are likely to continue for the
foreseeable future since the focus of successive crime fighting efforts continues along the
same trajectory. With this prediction in mind, the researchers proposed an approach placing
greater emphasis on the motivational needs of the police personnel as a strategy for
effective performance and greater retention in the JCF.
Theoretical Framework
The theoretical model adopted for this research paper is Herzberg’s Two-Factor
theory of job motivation. The theory suggested that there are two factors which influence
workplace motivation and that they are both related to the employee’s needs. Herzberg
(1959) postulated that after several decades of implementing various costly psychological
approaches and a vast amount of human resource training programmes to better

understand employee motivation, managers continue to ask the question: what motivates
an individual or a group of individuals in a work environment? Herzberg, in his extensive
research, addressed this question by proposing that while some people are satisfied in their
work environment because of certain factors, they might not necessarily be motivated.
The factors that Herzberg suggested resulted in satisfaction or dissatisfaction of
employees and those he named “hygiene” factors. These factors include salary, good
working conditions, company policies, safety and security on the job, interpersonal
relations, supervision and administration (Herzberg, 1959). It was further outlined by
Herzberg that these factors are not motivators but their absence may inhibit motivation
from occurring.
The factors which energise the employees and increase their interest and enthusiasm to
work harder Herzberg called “motivators”. These factors, he explained, respond to the
unique nature of individuals’ need for achievement and growth. Examples of these
motivators include; recognition, increased responsibilities, intrinsic interest, promotion and
status. Herzberg found that these factors are regarded as elements of job satisfaction and are
directly responsible for an increase in employee’s productivity. Therefore motivators are
those factors which produce job satisfaction, whereas the presence of hygiene factors simply
prevents employee dissatisfaction.
One of the distinct features of Herzberg’s Two-Factor theory is that it focused on the
work environment, thereby concluding that motivators in a work environment are what
make employees more productive. The researchers believed that this theory is pertinent to
this current study because it provided a foundation for guiding the research. This research
team also concurred with Mire (2005) that the theory provides a structural framework for
empirically evaluating concepts such as employee motivation and job satisfaction. The
researchers also recognized that both motivators and hygiene factors are especially
applicable in addressing the motivational related issues in the JCF environment.
Purpose of the Study
This qualitative study sought to identify key motivators essential to enhancing
the performance of rank and file police officers at the case study organisation and to
suggest strategies that, if implemented, may also increase retention.
Research Questions
In pursuit of the purpose of the study, the research team employed the following research
questions to guide the research process. The research questions also provided the framework for
designing the data collection instruments and protocol.
1. What are the motivational needs of the rank and file police officers?
2. How can the managerial policies of the case study organisation be aligned to
support the motivational needs of the officers?
3. What motivational strategies do the officers perceive could enhance the
quality of their output and encourage retention?
4. How does the internal culture of the case study organisation provide
opportunities for enhancing the officers’ level of motivation?
5. What are the factors in the external environment that can influence the
performance level of rank and file police officers?
Assumptions
This study was conducted based on the following assumptions:
1. All participants would answer the questions with integrity, truth and
honesty.
2. The participants would not adjust their behaviour as a result of the study.
3. The researchers would be able to accurately analyse and interpret the data.
Significance of the Study
Limited research has been conducted with specific focus on the motivational gaps
inherent in the JCF. As such, the findings of this study will not only provide a new body of
knowledge but will also yield significant benefits for:
1. The Participants in the Study. The rank and file police personnel stand to benefit
from the study since it will create an avenue to voice job related concerns. The
study will also contribute ideas that could influence policies and procedures
toward making a real difference in their morale and commitment to their jobs.
2. The Jamaica Constabulary Force. The study could also be beneficial to the JCF as
the findings could highlight the motivational needs of the police personnel thereby
creating a foundation for planning and executing human resource strategies to
motivate and stimulate interest and engender commitment to the respective tasks to
which the officers are assigned. This will likely result in a more effective
organisation that is responsive to the needs of the citizens. Employee retention will
also be improved and the Organisation will be positioned as a desirable place of
employment, ultimately resulting in its growth and continuity.
3. The Government. Findings from this research will provide much needed data that
could drive government policies regarding management and governance of the JCF.
4. Members of the Public. Members of the public will benefit tremendously from a
more motivated and job-committed police force. Undoubtedly, the improved attitude
and behaviour that the officers will display on their jobs and in their interface with
the public will restore the confidence of the public in the JCF.
5. The Researchers. The researchers will benefit in a direct way, having succeeded in
accomplishing the purpose of the study which was to identify key motivators that
could be essential in enhancing the performance of rank and file officers. The
experience that the research team acquired from the process, will not only provide
them with new knowledge, but also new and enhanced research skills and boost
their professional developments.
6. Future Scholars/Researchers. This study can act as a reference point for additional
resource in academia. The benefits will accrue to future scholars, both veterans and
novices alike.
Delimitations of the Study
The scope of this study did not examine the entire police force and therefore does not
provide a generalized picture of entire JCF. The information collected was case specific
and is therefore limited to the case study location. There are other areas affecting the
police force that could have also been examined.
Limitations of the Study
It is expected that factors may prejudice the outcome of the study; as such some of the
more obvious issues are limits to the general application of the findings. The following
methodological limitations are present in this study:
1. It was expected that due to the sensitive nature of the job, participants would be
hesitant to divulge some of the information that the researchers sought.
2. Resource constraints, such as finances and time, also limited the research.
Definition of Terms
1. Rank and File: The non-executive and non-managerial employees of the
Jamaica Constabulary Force. The term originates from the formations of

military personnel, since troops would stand next to each other (rank) and
in a line (file) when marching, while officers would march on the outside
of the formation (Business Dictionary n.d.).
2. Gazetted Officer: a senior officer whose appointment is published in the
government gazette (Collins Dictionary n.d.).
3. Independent Commission of Investigations is a civilian-staffed State
agency tasked to undertake investigations concerning actions by
members of the Security Forces and other agents of the State that result in
death or injury to persons or the abuse of the rights of persons (Patterson,
2018).
4. Nepotism: This is the unfair use of power in order to get jobs or other
benefits for your family or friends (Collins Dictionary n.d.).
5. Cronyism: This is the act of showing partiality to close friends, typically
by appointing them to a position despite the individual not necessarily
being best person for the position (Business Dictionary n.d.).
Organisation of the Paper
The study was organized in five chapters. Chapter one provided a background into the
problem to be investigated and chapter two gave a review of related literature and the research
questions that provided a guide for this review. The methods and procedures that were used to
collect the data were outlined in chapter three. Chapter four contained the findings and analysis
of the data, and chapter five presented the summary, conclusion and recommendations.
Chapter 2
Literature Review
Introduction
The overall focus of this chapter was to examine literature relevant to identifying key
motivators that will improve performance and increase retention among rank and file Police
officers in St James. This chapter includes six major sections. The first section begins with
an introduction and background of the empirical research on the topic. The purpose of this
section is to provide insight on the variables applicable to this research and outline the
overall approach taken to conduct the literature review.
The five major headings derived from the research questions will form the headings of
the remaining sections. These include: motivational needs, managerial policies, motivational
strategies, internal culture and external environment. These areas will be examined in
relation to the theoretical framework of the study. The review of the literature aims to
present a general analysis and synthesis of the existing literature including trends,
disagreement and findings related to the research topic.
The search for relevant information for this study entailed the use of multiple sources of
scholarly articles from peer-reviewed journals as well as online and printed resources. In
order to guide the research and narrow the literature, the following research questions were
developed:
2. How can the managerial policies of the organisation be aligned to support the
motivational needs of the officers?
3. What motivational strategies do the officers perceive could enhance the quality of
their output and encourage retention?

4. How does the internal culture of the organisation provide opportunities for
enhancing the officers’ level of motivation?
5. What are the factors in the external environment that can influence the performance
level of rank and file police officers?
As more significant studies relative to workplace motivation have been developed, the
pool of literature on the topic shows how intricate the issues of workplace motivation and
retention have become. Marquis and Huston (2014) gave a precise definition of motivation
by expressing that it is the internal force that influences and directs behaviour.
An employee that is moved, influenced, aroused or driven is likely to perform.
Uslander (2003) defined performance as the effectiveness of the way someone does
his or her job. Performance entails indicators such as functionality, productivity and
efficiency. Employees who are functional productive and efficient in their duties are high
performers. Managers are interested in attracting and retaining workers who satisfy the
criteria of being high performers. Vassanthan & Swarnaltha (2016) defined employee
retention as a systematic effort by employers to create and foster an environment that
encourages current employees to remain employed by having policies and practices in place
that address their diverse needs.
Motivational Needs of Employees
Research question one seeks to determine the motivational needs of the rank and file
police officers in the case study organisation. Donadio (1992), expeessed motivation is ‘the
art of stimulating someone to action by creating a safe environment in which their passion
for their work can be nurtured into positive outcomes. Administrators in the various
departments of the JCF need to understand the levels of motivational needs for their
subordinates as well as the impact of appropriate and effective motivational practices

especially in respect of rank and file officers. Rank and file officers in the JCF are the
men and women serving in closest contact with the main challenges of law enforcement.
The theories of Maslow (1954) and Herzberg (1959) provided good guides for
understanding the dynamics of human motivational needs. Maslow outlined the perspective
in a theory of human needs which he illustrated in a hierarchy according to their
preponderance. Maslow presented human needs on a five-tier model which he displayed in
a pyramid. Maslow stated that some needs take precedence over others and that people are
motivated to satisfy their needs in order of the prevalence of the need. According to the
theoretical model, our most basic need is for physical survival, and this will be the first
thing that motivates behaviour. Once that level is fulfilled there is an escalated desire for
fulfillment at the higher levels in sequential order (Saul McLeod, 2007). Maslow’s
hierarchy of needs is illustrated on the pyramid.
Herzberg (1959),proposed a two-factor theory or the motivator-hygiene theory.
According to Herzberg, there are some job factors that influence satisfaction and some that
enhance motivation. Herzberg classified these job factors into two categories: hygiene
factors and motivational factors. Hygiene factors are those job factors which are essential
for satisfaction at the workplace. However, these do not lead to positive satisfaction for
long-term but if these factors are absent at workplace it is likely that the employees will be
dissatisfied. Further, Herzberg stated that the hygiene factors cannot be regarded as
motivators.
The motivational factors, as presented by Herzberg, yield a sustained positive
satisfaction of employees in the workplace. These factors are inherent to work. These
factors motivate the employees for superior performance. These factors are called
motivators, some of which include: employee recognition, growth and promotional

opportunities, responsibility and meaningfulness of work. Employees find these factors
intrinsically rewarding.
Fortenbery (2015) proposed that considerable research exist which address motivational
activities that can help administrators facilitate increased productivity; for example, extrinsic
rewards such as increased salary and remuneration benefits, often are considered effective
satisfiers. The author found that although pay in the public sector normally is much lower than in
private sector, persons who work in the public sector are motivated by means other than pay. For
example, there have been cases where police officers have experienced a higher level of
motivation in successful crime fighting activities than from a high salary. Fortenbery (2015), also
outlined that intrinsic rewards such as providing a safe community and reducing crime can
motivate police officers more than pay increases or promotions. Also, strategies that include
internal shifts in assignments that break the monotony of crime fighting in tough neighbourhoods
can provide relief for police officers on the verge of burnout. Further, rotating officers in and out
of high-crime neighbourhoods and alternating with patrols in more affluent areas can result in a
positive change in attitude.
Glaser and Parker (2001) examined over 300 police officers working at a department in
transition from traditional to community policing. They found that officers’ job satisfaction
was associated with perceptions of leadership and relations with supervisors and co-workers.
Glaser and Parker pointed that promotion and recognition had little connection to the
officers’ satisfaction with work. Confidence in the top leader of the chain of command
contributed to their satisfaction with the department. It is the belief of Glaser and Parker that
leadership plays a very strong role in motivating any individual and requires one to be able
to motivate and inspire people. Whisenand and Rush (1998) described police leadership as a
process of moving (influence) police in a desired direction by nurturing the officer’s

willingness to move (work). Wegner and Miller (2003) stated that a well-managed police
department is easily distinguishable because of its positive leadership. The literature
reviewed suggested that, it is necessary for those who are tasked with leading the police
officers to ensure that the officers are empowered.
Bune (2015), outlined that police officers need continuous motivators. They need to be
afforded opportunities for continuing education in areas that will enable them to operate
more efficiently on the job as well as satisfy their need for personal growth. Bune added that
officers can also be strongly motivated by a sense of fairness within the organisation and
law enforcement personnel need to know from the start that they have equal opportunity for
professional development and promotion. In addition to education and fairness, Bune also
stated that communication and recognition are key motivators for police officers and that
information needs to be presented clearly and concisely. Messages should be aptly
integrated with the officer’s roles because miscommunications, internally and externally,
can be detrimental to both morale and performance.
Jancewicz (2016), contribution on the motivational need of Police Officers suggested
that police officers should be prepared for new positions of greater responsibility within the
organisation. The author believes that this will motivate the officers by giving them a sense
of reward emanating from their jobs. Jancewicz also suggested that a positive culture or
reputation of an organisation or unit within an agency can be a very strong motivator. The
author further made the point that typically, law enforcement officers have a strong sense of
pride associated with their agencies. Officers tend to have an emotional connection with
their agencies based on the internal and external perceptions of the unit. According to the
study, most law enforcement officers are intrinsically motivated; that is although
remuneration is important, it may not necessarily take precedence over other factors.
Managerial Policies and Motivational Needs
Research question two seeks to determine how the managerial policies of the case
study organisation can be aligned to support the motivational needs of the officers. The
researcher explored the literature for insights which could be instructive in addressing the
question under review. When managers implement policies and practices that inspire
certain behaviours, then employees will be driven to perform at their optimal levels.
A policy is defined by Hill (2014) as a set of interrelated decisions taken by an
administrative actor or actors with the intention of selecting the most suitable goals and the
means of achieving them within a specified time or situation. Policies are derived from
management goals and define the desired behaviour of distributed heterogeneous systems,
applications, and networks. Torjman (2005) proposed that a policy is a broad concept that
embodies several different dimensions of management; it seeks to achieve a desired goal
that is considered to be in the best interest of all members of an entity.
The submission tendered by Weis (1994) highlighted the dynamic nature of policies
and their impact on the decisions of management. Weis further outlined that a policy is an
active concept and can initiate or change the characteristics of on-going management
activities. The author explained that the manner in which a policy is applied can vary
depending on the class of policy or its characteristics.
Managerial policies and law enforcement agencies. According to Conser, Paynich and
Gingerich (2013), formal policy making at the agency level is a function of the executive team.
As it relates to a law enforcement organisation, the chief of police, sheriff, or department head is
generally the final authority on policies. In Jamaica, the Ministry of National Security develops
and sets the policy framework while the Police Services Commission interprets policy
framework with JCF and agrees on priorities (Ministry of Justice, ‘Overview and Role of the
Ministry’ , 2017).
Relevance of formulating policies. Policy formulation is a critical element in
administrative organisations such as law enforcement agencies. Policy can also be made simply
by consistently doing something in a particular way. For example, some police departments may
tend to avoid domestic violence arrests or ignore concealed weapons found on citizens who have
no criminal record. In both cases, a policy has been constructed and followed, even if it is not
written.
Using a public policy approach to study law enforcement is important for a number of
reasons. First, as the field of law enforcement evolves and becomes more proactive in
community problems, more policies will be formulated at the department level. Second,
law enforcement managers may need legislative assistance in enacting policy because of
current legal restrictions or because they lack the proper authority. Therefore, it is
important to understand the political nature of the policy-making process and the
importance of defending or justifying a policy in an appropriate manner.
Policy formulation process. Griffin and Moorhead, (2014) advised that managers should
work to enhance the presence of those motivational characteristics in jobs but should also take
individual differences into account. Employee involvement using participative management and
empowerment can help improve employee motivation. In the study of law enforcement agencies
in the United States, Conser, Paynich and Gingerich (2013) proposed a three-step process to be
used when establishing a policy.
The first step is the identification of the need for policy, which occurs during agency
evaluations and reviews of existing policies. This often becomes apparent when things do
not function effectively, or serious problems have developed, such as an officer who used
deadly force when not authorized to do so. The second step involves implementation, or
putting the policy into action. At this stage the policy should be properly interpreted and
conveyed to the relevant personnel. This often involves meetings and training sessions to
explain the policy, its rationale and significance.
The third step in establishing policy is evaluation. In the current law enforcement
environment, it is critical to evaluate the effectiveness of all law enforcement policies to
ensure that the anticipated improvements have actually occurred. Policy effectiveness can
be evaluated through periodic assessment of performance, critical incidents, threatened
litigation, selected agency measures and current vulnerability. It should be noted that the
evaluation process also leads to the identification of weaknesses and needs for future
policy; therefore, the process becomes cyclical and permits continuous updating of policy.
In Fischer’s (1995) study as cited by Conser, Paynich & Gingerich (2013) stated that each
aspect of policymaking - identification, implementation and evaluation should be given
considerable attention.
Policies that are aligned to motivational needs of officers. Saliba (2006) concluded that
with the constant change within environments and communities, it is essential for employers to
focus on attracting and retaining staff to meet workplace demands. The Health, Wellness and
Safety Policy; as well as the Recruitment Policy are two of the main HR policies in the strategic
plan that drives the operations of the JCF.
The overarching goal of these human resource (HR) strategies is that these policies
will enhance the overall development plan and allow for succession planning,
strengthening of employees’ competencies and retaining quality staff. Entrenched in these
HR policies is the opportunity to operationalize strategies to motivate police officers
thereby enhancing performance and improving retention amongst the officers.
Motivational Strategies and Employee Perception

Research question three examines the motivational strategies police officers believe
could enhance the quality of their output and encourage their retention. A myriad of
researchers and theorists such as Herzberg (1959) and Dobre (2013) have confirmed that
there is a positive relationship between motivated employees and high performance.
Herzberg conducted research in which he divided the participants in two groups, an
experimental group and a controlled group. He demonstrated that a factor such as job
enrichment successfully injected in the experimental group increased the motivational level
of the employees. The motivated members in that group outperformed their counterparts in
the controlled group.
Dobre (2013) outlined that enhanced enthusiasm and motivation will lead to better
productivity and loyalty which will ultimately improve organisational performance.
Managers should therefore be interested in the specific combination of methods and
strategies that can be utilized to motivate employees with the aim of increasing productivity
and improving employee retention. There are two schools of thought which suggest that
people are either intrinsically or extrinsically motivated. Sansone and Harackiewicz (2000)
outlined that intrinsic motivation involves engaging in an activity for personal gratification
without being prompted by external forces or rewards. Extrinsic motivation occurs when
people are motivated to perform behaviour or engage in an activity to earn a reward or avoid
punishment.
Managers have the responsibility to identify how employees are motivated, to create
the environment that will ignite and stimulate the interest of those that are intrinsically
motivated or develop and implement the strategies that are conducive to fostering
motivation and high performance for those that are extrinsically motivated.
Human Resource Company, TriNet, after conducting survey on motivation in various
companies concluded that different employees are motivated by different things and
companies should strive to create ‘a great place for great people to do great work’. The
study revealed several strategies which employees perceived to be key motivators. These
strategies would encourage their participation, keep them informed, allow for feedback,
recognize their efforts, and maintain workforce satisfaction. An integral part of creating
workforce satisfaction is maintaining a working environment that is conducive to attracting
and retaining talented employee and encouraging productivity (Larsen, 2014).
Whisenand and Rush (1998) stated that motivation is one of the factors that influence
police personnel to perform. It is therefore important for managers in the case study
organisation to gain knowledge on the needs of the employees and utilize that information
to develop and implement targeted motivational strategies based on individual perceptions
(Herzberg, 2008; Sommerfeldt, 2010; Dobre, 2013).
The JCF is a diverse organisation with rank and file police personnel of varying ages,
gender, educational and social backgrounds. In this regard, the varying needs must be
considered when crafting motivational strategies. Herzberg (2010) further postulated that
managers who are knowledgeable of the sources of motivation are better able to stimulate
interest and increase the performance of the employees.
In considering the established fact that a motivated workforce increases performance
and operational effectiveness, numerous researches have been conducted to ascertain the
various means by which people are motivated. From the discussion so far, it can be
concluded that people’s motivational needs are unique and diverse. This implies that
blanket approach to motivation may not be the most effective method, but rather an
approach that incorporates a combination of techniques. This should always be kept in

mind when planning motivational strategies for the officers in the JCF in general, and
specifically the rank and file officers.
Herzberg in his two factor theory contended that hygiene and motivational factors are
independent variables. Improving the factors that creates satisfaction does not necessarily
create motivation. The reverse is also true; improving motivation does not automatically
improve satisfaction. This theory suggested that to develop strategies geared at improving
productivity and retention, administrators must attend to and balance both sides of the
continuum as employee perceptions vary.
Herzberg presented salary as a hygiene factor. There is much discussion surrounding
this phenomenon and its role in creating satisfaction or motivation. Salary being a hygiene
factor implies that the absence of reasonable and competitive salary that corresponds with
the roles, responsibility and scope of work will result is dissatisfaction of the members. In
keeping with the principles of his model, increasing salaries may increase satisfaction;
however, it may not necessarily result in increased motivation of the members.
Tengpongstorn (2017) concurred with Herzberg that there is a positive relationship
between hygiene factors and work performance. The research also brought attention to the
importance of salary and fringe benefits in managing human resources. The research
confirmed that compensation is crucial to the effectiveness of police officers.
Other researchers also presented salary as a motivator. Vroom (1964) presented the
Expectancy Theory which relies heavily on variables such as expectancy, instrumentality
and valence. Vroom purported that people are motivated to perform based on their
personality, knowledge and abilities. However, the theory strongly highlighted the value of
employee perceptions as key in guiding their actions. They will be motivated to work if they
place high value on the expected outcome. Employees who are motivated by money may
not respond favourably to other motivational strategies implemented by management. In
managing such an issue, the administration should be able to identify employee perceptions
of adequate motivators and develop and implement effective strategies to combat their
needs.
Training is an important guide to motivation; however, the employee must perceive
same as essential to their personal or professional development for it to be an effective
tool. Bune (2015) outlined that training and education are integral to motivation of
officers. Bune outlined that police personnel need to be afforded opportunities for
continuing education in areas that align with organisational needs as well as individual
interests. The organisation can therefore develop strategies around creating opportunities
for learning in line with individual interests while simultaneously satisfying organisational
needs.
Bune also presented the importance of fairness and recognition to motivating officers.
She outlined that fairness occurs where law enforcement personnel are confident from the
start that they have equal opportunity for professional and promotional advancement. The
concept of promotional opportunities as evidenced by the hierarchical structure remains
central in the minds of officers. Herzberg (2008) presented promotion and recognition as
factors that are necessary to motivate people. This therefore implies that the policies and
strategies of the organisation should be developed to match the perceptions of the officers.
Fairness in recognition and promotion is a vital component in the motivational sphere.
Robbins and Judge (2015) recounted the Equity Theory developed by John Stacy Adams in
1963 which outlined that employees are motivated when they perceive a balance between
their inputs and the outcomes that they receive against those of others. Whilst the factors are
important, also integral to this, is their perception of the adequacy and equitability of the
reward system. Therefore policies should also be consistently applied throughout the
organisation as police officers place special emphasis and value in the areas they perceive
are significant enough to motivate them and encourage the retention of their services.
Organisational Culture and Motivation
Research question four sought to gain insights to determine the extent to which
the internal culture of the case study organisation provides opportunities for enhancing
the officers’ level of motivation. The discussion of this research question begins with
the meaning of culture as put forward by a number of selected writers. Hofstede
(1980) stated that culture is the collective thinking of minds which create a difference
between the members of one group from another. Tichy (1982) defined organisational
culture as the “normative glue” that holds an organisation together; and Arifin (2014)
argued that organisational culture determines organisational behaviour much more
than directives from senior management and can affect the implementation of
strategies if they differ from the organisation’s culture. Schein and Schein (2016)
contended that culture goes beyond behaviour and involves time and shared learning
which affects how we talk, what we perceive in our respective environments and how
we think about it.
Finally, Cheeran and Joseph (2015) supported the views of Schein and Schein by
stating that organisational culture is the specific collection of values and norms that are
shared by the people and groups in an organisation that control the way the employees
interact with each other and with stakeholders outside the entity. From the discussion so far
it may be concluded that organisational culture assists members of an organisation to
understand what the organisation stands for, how it operates and what it holds as important.
The concepts of organisational culture and motivation do not only impact employee’s
performance but also the whole Organisation’s efficacy, performance and sustainability
(Cheeran & Joseph, 2015). Additionally, Yusof, Said and Ali (2016) believed that the
imperativeness of organisational culture is a consequence of the belief that culture
influences employee behaviour, decision-making process, strategies, and individual
performances. Yusof, Said and Ali further posited that the motivational level among
employees is significantly influenced by the culture of that organisation. An organisation is
more productive when employees feel comfortable in their work environment. Thus,
employee motivation is entrenched in organisational culture.
Cheeran and Joseph (2015) postulated that one way to understand the impact of
organisational culture on motivation is to examine the contrast between strong and weak
cultures. When employees in an organisation respond to stimulus resulting from their
alignment to the organisation’s value, it is said to have a strong culture. Organisations with
strong cultures are propelled into high productivity and greater profitability through the
harmony between employees and the culture. On the contrary, when there is little or no
alignment between employees and organisational values, it is said to have a weak culture. In
weak cultures, governance is exercised by way of extensive procedures and bureaucracy
which tends to be followed by low productivity.
Police organisational culture. Coady, James, Miller and O'Keefe (2000) defined culture in
a law enforcement entity, such as the one under current study, as the organisational and
operational framework within which the officers carry out their duties. Crank (2015) explained
that police culture is generally perceived as hostile, distrustful, violent, restrictive, prejudice and
lacking in credibility. However, Coady et al contrast Crank’s idea by proposing that police
culture includes orientation to action, group solidarity, a sense of mission and sometimes
isolation. Although, there may be varying perspectives of how the public views police culture,
the negative labelling of police officers tends to be widespread.
Within the police culture, acts of mutual support and loyalty are enunciated by the code of
police conduct. There is not much support from the public hence there is a need for unity and
group solidarity amongst police officers. This gives rise to ‘esprit de corp’ a ‘brotherhood’ in
which police officers’ attitude towards their fellow officers relative to law enforcement is
different from the attitude towards other citizens (Coady et al).
Culture of the Jamaica Constabulary Force. A research undertaken by the
Ministry of National Security (2008) revealed that words and phrases used to describe the
dominant culture within the JCF could be perceived to negatively impact the work and
morale of the officers. These words and phrases include: Inwardly/entitlement focused,
change-resistant, hierarchical, low people focused and fear-based and repressive
These labels tend to carry connotations that could produce negative psychological
effects on the officers, the outcome of which could result in counter-productivity. This
would indicate that efforts should be undertaken to transform the dominant culture of the
JCF to a more positive posture with the aim of increasing the level of motivation and
improving the perceptions held by the public in relations to the police.
The Strategic Review revealed that there are indeed instances and evidences of high
productivity in the JCF organisation which could be speculated to be the results of factors
such as effective supervision, leadership, and management. It would be further speculated
that such behaviours could largely be a manifestation of the personal characteristics and
objectives of the officers rather than the organisational design. If the officers’ positive
behaviours and output are outcomes of effective leadership, it would support the notion that
where effective leadership and management become dominant features of organisational

culture, the motivational levels of employees could increase. This will also ultimately result
in a transformation of culture.
Yeh and Chien (2012) contended that behaviours such as job creativity,
demonstrations of job satisfaction, risk averseness and job involvement are affected by
organisational culture. Wani (2011) posited that, initially an employee may be satisfied
and motivated by the monetary compensation he/she receives, but over time other factors
need to be considered to keep the employee motivated.
External Environment and Police Performance
Question five explores how the external environment, an essential aspect of the law
enforcement ecosystem, impacts police performance.
Open Systems theorists highlighted that it is essential to study how factors in the
external environment affect an organisation and its employees in order to understand how
their performance is impacted. (Wlodarczyk ,2011). Wlodarczyk emphasized that the
external environment plays just as important a role in employee performance as does the
internal environment. Wlodarczyk further outlined that the general environment, is made up
of entities that indirectly affect the accomplishment of employees’ efforts to meet the
mission and goals of their organisations.
Cordner (2016) postulated that police organisations are open systems because they
interacting with the external environment. Cordner also highlighted that the external
environment is critical to the organisations purpose and intent. Cordner further argued that
the internal and external environments of a police organisation are similarly important; even
though the significance of the external environment on the overall system is somewhat less
noticeable. The government system, the criminal justice system, the community and the
media are all main features of the police organisation’s external environment. Cordner
further suggested that for a police organisation to perform at expected levels, it is important
that managers pay keen attention to the external environment and create a balance with the
external elements of the internal environment. The thinking is that failure to create this
balance interface, could instigate low morale and underperformance among the officers.
Other points made by Cordner that should be noted are:
i. If the police alienate key stakeholders in the external environment, they may not
get the support that is required to maximize performance.
ii. A police organisation that interacts poorly with the media can result in a
negative image of the organisation and inadvertently deters citizen’s respect and
support for the organisation and its members.
iii. Police officers carry out activities that affect the external environment, in as
much as they are affected by stimuli that originate in the external environment.
Measuring Police performance. Maguire & Uchida (2000) conveyed that efforts to
measure the performance of police officers began since the institution of contemporary policing
in the mid-nineteenth century. The purpose of making such an assessment of police performance
was to have an idea of how well the police organisation was performing in carrying out its
mandate. Maguire & Uchida outlined that the measurements of police performance initially only
included direct measures such as: crime rates; number of arrests and fines; clearance rates and
response times. However, it was later discovered that policing in general involved a
comprehensive array of tasks in addition to the traditionally-assigned tasks of carrying out arrests
and charging criminals, proactive crime fighting activities and prosecuting traffic-related
offences. Police officers are also expected to carry out conflict resolution duties in the
communities they patrol, lessen or preclude social disorder, and construct and maintain
community relations and as such these factors are included in measuring their performance
(Maguire & Uchida, 2000).
It is important for officers to understand the means by which their performance is
measured with the view of keeping them challenged and focused on individual targets. This
awareness also keeps deliverables within sight. Employees tend to be more motivated when
they have a greater appreciation of how their individual contributions are aligned to
strategic objectives and corporate goals.Arguably, by examining how police performance is
measured it becomes clear that the external environment can have a significant impact on
how motivated police officers are in the performance and execution of duties. Giles (2002)
proposed that police officers often get discouraged when they are unable to generate
involvement and obtain the feedback from citizens in the crime fighting process. Johnson
(1993) seemed to agree with Giles by the allusions in his statement that the police, more
than any other public service agency, must have the support of the community if they hope
to effectively perform their roles as service providers and crime fighters.
Bryce, (n.d.) agrees that the capability of police to respond rapidly and effectively in
solving crime is subjected to the timely response and cooperation of victims. Bryce
expressed that victims by virtue of their mutual aid to the police, are also co-producers of
police performance. Police officers incited to act and performance are expected to increase
where there is confidence of participation from the general public to support their efforts.
Politics and Police performance. Johnston (2007) expressed that politics is related to the
devising and implementation of resolutions that are binding upon the society and the association
between those who make or execute such decisions and those who are affected by them.
Redekop (1983) likewise suggested that politics has to do with all the activities
which focuses on one or more of the following:

i. to influence or replace government office holders;
ii. to impact the formation of public policies;
iii. to reform or impact governmental structures or processes;
iv. to impel the implementation of public policies, to generate public awareness of, and
respond to, governmental institutions, processes, personnel and policies;
iv. to gain a place of influence or power within government.
Hence, politics is an integral part of developing and implementing public policies like
the national security policy which can have influence over security institutions such as the
police force (Woldekidan, 2016). Woldekidan further proposed that politics highly
influences and leads the process of implementing public security and safety policies,
strategies and action plans which also has a direct impact on the police organisation and its
performance. Having established that politics is directly related to policies and allocation of
resources, it should be understood that variation of beliefs and perspectives in
administrations can ultimately affect the performance of the JCF.
Technology and Police Performance. Harris (2015) argued that technology has
helped to make police work much safer and more effective. Technology is the driving force
for change within many police organisations around the world and is therefore used to
improve police performance. However, the shift in technology has also presented new
challenges for police officers. According to De Pauw (2011) the shift to technological
changes also gives rise to an increase in technologically savvy criminals. De Pauw posited
that the number of targets for criminal activities is also increasing, such as credit cards,
mobile phones, internet networks etc. Perpetrators are also provided with more technical
aids to achieve their goals.

Nevertheless, De Pauw (2011) presented the view that technology has more pros
than cons for police officers as it presents an opportunity to prevent and fight crime more
effectively. Technology needed for effective police performance goes beyond electronics
and includes other advanced scientific applications such as DNA testing (Koper, Lum,
Willis, Woods, & Hibdon, 2015). Koper et al (2015) posited that police use of technology
may also include information technologies such as computer-aided communication or
records management systems (RMS), forensic technologies such as fingerprint readers or
data processing systems such as crime analysis or computerized mapping.
Koper et al (2015) believed that these technological developments have
unlimited possibilities for improving police performance. Koper et al proposed that
technology may strengthen crime control by:
Improving the ability of police to identify and monitor offenders
(particularly repeat, high-rate offenders),facilitating the identification of
places and conditions that contribute disproportionately to crime.
Speeding up the detection of and response to crimes, enhancing evidence
collection; improving police deployment and strategies. Creating organisational
efficiencies that put more officers in the field and for longer periods of time and
enhancing communication between police and citizens, Increasing
perceptions of the certainty of punishment and Strengthening the ability of law
enforcement to deal with technologically.sophisticated forms of crime
(e.g., identity theft and cybercrime) and terrorism.
Technologically savvy officers would be more intrigued to perform when they are afforded
the technological resources that matches or exceeds the capabilities of criminals. A deficiency in
this regards could discourage interests and hamper efforts.

This research team thus concludes that the external environment can be
considered as a significant driver of police performance in the dynamic context in which
they operate. Administrators in the JCF are therefore challenged to ensure that factors in
the external environment such as citizenry, media, politics and technology are effectively
balanced to ensure that officers are motivated and retained and performance is
maximized.
Summary of Literature
Donadio (1992) outlined that motivation is ‘the art of stimulating someone to action
by creating a safe environment in which their passion for their work can be nurtured into
positive outcomes. The theories of Maslow (1954) and Herzberg (1959) provided good
guides for understanding the dynamics of human motivational needs. Maslow considered
the hierarchy of needs, while Herzberg encouraged greater understanding of the factors that
result in satisfaction and those that result in motivation. Factors such as salary, promotion,
working condition, work life balance, rotation were explored by various researchers and
their impact on motivation was examined. Fortenbery (2015) research has concluded that
police officers have experienced a higher level of motivation in successful crime fighting
activities rather than from a high salary. Glaser and Parker (2001) found that motivation and
effective leadership are paramount to the performance of officers. Bune (2015) agreed with
Fortenbury on the importance of recognition but presented fairness and equity as crucial to
the motivation process.
Managerial policies also have implication for the motivation of employees. Griffin and
Moorhead, (2014) advised that managers should work to enhance the presence of those
motivational characteristics in jobs but should also take individual differences into account.
Employee involvement using participative management and empowerment can help improve
employee motivation. In the study of law enforcement agencies in the United States, Conser,
Paynich and Gingerich, (2013) proposed a three-step process to be used when establishing a
policy. These include:
i. Identifying the need for policies to improve processes and functions and
developing policies accordingly
ii. Implementing policies and
iii. Continuous evaluation of polices to ascertain effectiveness and ensure business
process improvement.
Integral to this process is the involvement of stakeholders especially employees at all
stages. Policies should support and guide processes and functions and therefore enable
consistency in service delivery and in this case, easing the functions of the police personnel.
It is important to capture the perceptions of police personnel on the motivational
strategies that are required to ensure optimum performance and the retention of their talents.
Sansone and Harackiewicz (2000) elaborated on the view of people being intrinsically and
extrinsically motivated and the importance of these considerations in developing motivational
strategies. Effective strategies are highly reliant on understanding the needs of the employees and
utilizing that information to develop and implement targeted motivational strategies based on
individual perceptions (Herzberg, 2008; Sommerfeldt, 2010; Dobre, 2013). In applying
Hertzburg theory to motivational strategy, attention should be levied on recognition,
responsibility, and promotion and using these factors to form strategies. Tengpongstorn (2017)
arising from research conducted on police personnel confirmed that compensation is crucial to
the effectiveness of officers. Vroom (1964) in presentation of the Expectancy Theory purported
that people are motivated to perform based on their perceptions and the value they place on the
expected outcomes. It can therefore be implied that effective strategies incorporate a
combination of various approaches aimed at satisfying the varying needs of the diverse populace.
In addition to effective strategies, it is important to understand the importance of culture
in motivating staff. Jancewicz (2016) suggested that a positive culture or reputation of an
organisation or unit within an agency can be a very strong motivator. Tichy (1982) defined
organisational culture as the “normative glue” that holds an organisation together. Coady, James,
Miller and O'Keefe (2000) defined police culture as the organisational and operational
framework within which police carry out their duties. Yusof, Said and Ali further posited that the
motivational level among employees in an organisation is significantly influenced by the culture
of that organisation. Crank (2015) explained that police culture is generally perceived as hostile
and restrictive while Coady et al (2000) contrasted by outlining that police culture includes
orientation and solidarity. Coady et al also brought light to brotherhood as an aspect of the
culture that reflects the attitude of the officers to each other. Strategic assessment conducted by
the Ministry of National Security described the dominant culture within the JCF as change-
resistant, low trust, hierarchical, militaristic, fear-based and repressive. The research also brought
attention to evidence of high productivity which was attributed to effective supervision,
leadership, and management. Yeh and Chien (2012) contended that behaviours such as job
creativity, demonstrations of job satisfaction, risk averseness and job involvement are affected by
organisational culture.
While culture is internal, it is also influenced by the external environment. Wlodarczyk
(2011) emphasized that the external environment plays just as important a role in employee
performance as the internal environment. The external environment consists of the economy,
technology, topography, demography, politics, education and external culture. In the contents of
the Police Department, Cordner (2016) advised that the government system, the criminal justice
system, the community and the media are all main features of the external environment. It is
therefore necessary for the elements to be balanced as they affect the employees’ efforts towards
attaining the mission of the organisation.
The organisation should seek to look collaboratively on identifying the motivational
needs of the officers, developing and instituting the managerial framework and policies and
implementing targeted motivational strategies for its human resources. These systems
should be supported by a strong, dynamic and positive organisational culture reverberated
throughout the entity. Its external environment should also be effectively monitored and
managed with the aim of igniting interest and efforts and encouraging sustainable
employment tenure to ensure success and continuity of the organisation.

Chapter 3
Methodology
Overview
This qualitative study was undertaken to identify key motivators to encourage high
performance and increase retention among rank and file officers at the Divisional
Headquarters in St. James. This chapter gives an outline of the methodology, a description
of the research design and explains the data collection instruments, population, sample
selection, conceptualisation and operationalisation procedure, pre-testing, data analysis
procedures, timeline and budget. The chapter also addresses reliability and validity, as well
as ethical issues.
The qualitative research questions that guided the study were being posed as:
2. How can the managerial policies of the organisation be aligned to
support the motivational needs of the officers?
3. What motivational strategies do the officers perceive could enhance the quality of
their output and encourage their retention?
4. How does the internal culture of the organisation provide opportunities for
5. What are the factors in the external environment that can influence the performance
level of rank and file police officers?
Research Design
A qualitative research design was used in this research. A single case
phenomenology gene was adopted to accomplish the purpose of the study. The qualitative
design was deemed to be most appropriate given that this study required the participants to
share their personal experiences and feelings that would otherwise prove to be difficult to
quantify. Creswell (2014) advised that a qualitative research design is best used when the
researchers require clarity on all the important variables that should be examined in
relation to a phenomenon that is being explored. Creswell suggested that qualitative
research has an exploratory feature which allows the researchers to listen to and observe
participants and build an understanding on what is heard and observed. It eliminates
external and unrelated factors so that the findings remain reliable and unbiased and
provide explanations of complex occurrences.
The researchers therefore thought it was prudent to employ this research design
method as it afforded an opportunity for the rank and file police officers to make evaluative
judgments about their practices and be bold enough to adopt new approaches. Some of these
approaches will be presented in the findings and recommendations of this paper and are
aimed at ensuring the betterment of the Jamaica Constabulary Force (JCF) and by
extension, the country.
The Phenomenology genre was employed. Phenomenology was made popular by
Edmond Husserl. Creswell (2014) defined phenomenology as a type of qualitative research
with a design of enquiry stemming from philosophy and psychology. In this genre the
researcher describes the lived experiences of individuals about a phenomenon as described
by participants. Phenomenology seeks to understand the outside world as it is interpreted by
and through human consciousness and experience. Luft (2011) spoke of the various types of
phenomenology; two of which are hermeneutic and transcendental. Hermeneutic focuses on
the understanding of people’s lived experience with a phenomenon through texts and related
literature while transcendental focuses a more interactive and participatory approach which
uses interviews and observation techniques to obtain information from participants.
In order to achieve the purpose of this research, the transcendental
phenomenology approach was taken. This approach was selected as the researchers
intend to allow the police participants to intentionally direct their focus to explain their
experiences and expectations of the JCF in which they are employed.
Bracketing is an important principle of phenomenology that can be used to improve
the credibility of the research (Moran 2010; Lewis & Staehler 2010; Luft 2011). Bracketing
requires that the researchers set aside their experiences, biases and pre-conceived notions
and seek to understand how the phenomenon appears to the participants. Moran (2010)
highlighted that one must avoid biases from upbringing, historical and cultural sources and
explore the experiences of the participants as only then will the firm foundation of the
science of the phenomenal be achieved. The researchers applied this principle to the
research.
Population
The population from which the sample for this study was drawn is composed of 244
Police officers, 236 of whom are rank and file members and the remaining represents the
gazette rank. This population was chosen because it is the Divisional headquarters which
best represents the functional units that exist within the entire division. This captured a
wide range of views from different perspectives. A research population is comprised of the
total number of individuals of a specific populace pertinent to the study being undertaken
(Neelankavil, 2015). Neelankavil argued that the research population is often subjected to
the objectives of the study and should be clearly defined. This means that over 96% of the
complement of the case study police station was made up of rank and file members.
Table 1
Staff Complement of the Case Study Police Station
Sections Complement
Senior Officers 8
Gen. Office 7
Process 2
Stores 2
Training 3
Transport 2
Operations 96
Bicycle Patrol 9
M. Patrol 19
CSS 7
CIB 31
PIU 12
Traffic 19
DIU 8
Montego Bay 19
Total Strength 244
Table 1. Population of case study police station by department: 2017. Copyright
2017 JCF electronic staff database at MPS
Sample
The sample for this research was taken from rank and file police officers of various
age groups and years of service. A purposive sampling technique was exploited. Ritchie et
al outlined that purposive sampling is one of the most robust approaches to employ non-
probability samples for investigating a particular phenomenon (Ritchie, Lewis, Nicholls &
Ormston, 2014). The researchers’ decision to navigate along the path of purposive sampling
resulted from the urgent need to accurately complete the research being undertaken within
the requisite time frame as well as economic considerations. This reason was supported by
Polit and Beck (2017) who argued that purposive samplings designs are the most
convenient and economical.

Teddlie and Tashakkori (2019) argued that purposive sampling results in
acquiring greater depth of information from a smaller number of carefully selected cases.
Ritchie et al echoed similar sentiments by stating that qualitative research samples are
small for good reasons, as there is a point of diminishing return, where increasing the
sample size no longer contribute any additional insight to the study. For this research the
pre-established criterion for participation is that the individuals must demonstrate an
interest and the willingness to participate in the study.
Typical purposive sampling and convenience purposive sampling were utilized to engage
respondents for this research. According to Ary, Jacobs, Sorensen and Walker (2013), Typical
sampling reflects elements judged to be representatives of the target population and Convenience
sampling involves selecting the sample based on the time and availability of the participants. The
researchers were mindful that the sample should represent as much diversity across the case
study police station. The research team maintained the principle of diversity by including male
and female officers of varying age groups and years of service. Ten rank and file officers were
interviewed. The sample size was attenuated from the proposed sixteen participants to ten
participants as the researchers were confident that adequate information would be received from
the participants. The researchers were confident that there would be no greater knowledge gained
by increasing the sample size.
The sample consisted of three constables, three corporals, two sergeants and two
inspectors. The researchers selected this sample configuration to ensure that the two lowest
ranks that are more directly involved in the day-to-day operational contact with the public were
adequately represented. This mix also ensured that each classification or rank within the rank and
file group was represented. The sample included four females and six males. This mirrors the
gender dispensation of the Force with majority of its members being males. The researchers also
ensured that both genders were represented in all ranks that were interviewed.
Conceptualisation and Operationalisation
The process of specifying observations and measurements that give ideas definite
meaning for the purposes of a research is known as conceptualisation. This includes
identifying the indicators of an idea and defining its scopes (Babbie, 2016). This means
that during the commission of a research study, a researcher must be clear about what
aspect of a social phenomenon is being studied. Melcher (2012) shared similar views by
positing that conceptualisation is stating the exact meaning of terms used during the
research.
Babbie suggested that operationalisation is an extension of conceptualisation that
outlines the exact procedures that will be used to measure the attributes of variables and
consist of a series of interconnected choices. The provision of conceptualisation
measurements for this study was done by way of defining certain indicators which
represented the concept, thus enabling the researchers to outline method of coding and
evaluating of the data collected. The indicators were based on the manner and strength of
participants’ responses to specific questions in the interview schedule. The variables
utilized in this research include: motivation, job satisfaction, job performance, employee
recognition, employee retention compensation, and benefits.
The operationalisation process was also a critical aspect of the study being
undertaken and involved the activities that were carried out by the researchers to ensure
optimal results and valid recommendations.
Interviews were conducted by three of the five-member research team as part of the
operationalized process. The interviews were conducted at flexible times for the
participants during the days and in the evenings to facilitate their work schedules.
Additionally, the researchers also facilitated participants who requested specific times for
the interview. The research team conducted the interviews over a four-week period.
Data Collection
The researchers utilized the following methods to collect relevant data on topic:
Interviews. The researchers designed an interview instrument to keep the research in
focus and to ensure consistency in all interviews. The data collection process entailed
interviewing 10 officers at the divisional headquarters of the St. James division instead of the 16
persons that were initially proposed. The selected police officers participated in interviews with
open-ended field-tested questions. An interview was found to be most useful as it provided the
opportunity for both the researcher and the participant to explore the participants’ experience,
placed it in context and reflected on the meanings of the experiences (Seidman, 2015). There
were several other benefits of using interviews to gather data. Interviews allowed for flexibility
and modification and allowed the researchers to probe and unearth specific views held by the
respondents. Interviews also allowed the researchers the opportunity to use and benefit from non-
verbal Communication. The interviews were transcribed and recorded.
Seidman (2015) suggested that interviews should be recorded and transcribed to
notes to improve the validity and accuracy of the data. He noted that participants’ words
reflect their consciousness and that their thoughts become embodied in their words.
Recording interviews reduced the possibility of the researchers paraphrasing and
substituting the words and views of the participants or intertwining their consciousness
with that of the participants. For this study, interviews were conducted to the point of
saturation after which the interconnectedness of all matters, were explored with the aim of
finding realistic solutions to the phenomena of motivation and retention.

Observation. It is important to garner comprehensive information on the subject matter
being studied. Observation was another data collection method utilized in the study. The
researchers utilized an observation protocol to capture relevant data relating to the people,
environment and the behaviour of the participants in the study. The researchers held the
view that it is necessary to investigate different aspects of the phenomenon and from
varying standpoints and perspectives to ensure accuracy and objectivity in the research.
Dewalt and Dewalt (2011) maintained that participant observation is designed to develop a
holistic understanding of the phenomenon under study; that is, as objective and accurate as
possible given the limitations of the method. The researchers utilized this method as a
supportive approach to obtain comprehensive information on the phenomenon.
Procedure
The research was conducted by a five- member team. A formal announcement was
made by the University of the Commonwealth Caribbean (UCC) to the Commissioner of
Police (Appendix B), prior to the beginning of the study. In the correspondence to the
Commissioner, the UCC introduced the research team, outlined the purpose of the study
and sought permission for the execution of the venture at the location under study.
The JCF granted approval through the office of the senior director human resource
management and development for the research to be executed at the requested location.
(Appendix C)
Prior to the interviews all participants were briefed on the purpose of the study. A
written statement of consent was given to each participant. They read the terms of
agreement and signed the document to indicate that they understood the procedure and that
they were willing to participate. (See Appendix D for consent form). A Gantt Chart was
developed to guide the research (See Appendix E) along the stated Budget (See Appendix
F)
An interview schedule was prepared detailing the date, time and duration of the
interviews (Appendix G). The instrument consisting of the list of 35 questions was
administered at each interview session and included the questionnaire cover letter (See
Appendices H and I). The interviews were conducted in the form of face-to-face sessions
with the use of a hand- held recorder. Each group member documented the responses of the
participants. The researchers ensured that there was a balance of both males and females that
were interviewed with the aim of ensuring a more objective and comprehensive view of the
issues being explored. The interviews were conducted with a conversational tone so that
participants felt that they were merely in a conversation rather than a formal question and
answer situation.
The researchers conducted observations of both the personnel and the environment
with a view to verify or nullify information provided in face to face encounters (observation
protocol attached in Appendix J).
Pilot testing
The interview questions were tested on a small sample of respondents before a full-scale
application was executed. The pilot testing was conducted within the rank of sergeant of police.
This rank was selected as it is a middle rank within the rank and file group. The researchers were
of the view that this rank was better able to navigate through and articulate the views of the
remaining ranks above and below within that group. The pilot testing revealed certain
weaknesses in the interview instrument and as such the instrument was thereafter modified in
order to strengthen the instrument.
Research Reliability and Validity

Validity and reliability are essential to all studies. Leung (2015) concluded that
validity in qualitative research means appropriateness of the tools, processes, and data. It
determines whether the research question is valid for the desired outcome, the choice of
methodology is appropriate for answering the research question, the research design is
valid for the methodology, or if the sampling and data analysis is appropriate. It also helps
to determine whether results and conclusions are valid for the sample and context.
Reliability is defined by Phelan and Wren (2005) as the degree to which an assessment
tool produces stable and consistent results.
In order to evaluate the validity (trustworthiness) and reliability (dependability) of
this qualitative study, the researchers adopted the recommendation of Simon (2011) and
applied triangulation of information, member checking and expert review. Triangulation
rests upon the belief that a single method can never adequately explain a phenomenon.
Triangulation involves using multiple data sources in an investigation to show greater
understanding and corroborate the findings. Miriam (as cited by Pandey & Patnaik 2014).
To this end the research team triangulated data from interviews and observations in order to
increase accuracy of interpretations and make purposeful conclusions.
The responses given in interviews were carefully analyzed and findings from
observations compared to data collected from secondary sources. In addition, member
checking was conducted to verify information collected. This enabled the researchers to
reduce the margin of error that could occur when responses are interpreted. Simon (2011)
further stated that member checks add to the validity of the observer’s interpretation of
qualitative observations.
Simon (2011) suggests that expert review used as a primary evaluation strategy
will be able to determine how the study can be improved and how the data helped to
answer the research question. Providing experts with some sort of instrument or guide of
the important aspects of the study that requires review, such as interview questions are
critiqued. The research team also maintained reliability in this research providing for
internal consistency in the responses of the participants. The researchers posed like
questions that should produce similar responses and tracked the consistency in the process.
The findings of this research are presented in the proceeding chapter.
Ethical Considerations
Ethics in research generally means an investigator has a moral obligation to protect
the participants from harm, unnecessary invasion of their privacy and promote their well-
being. Qualitative researchers focus on the importance of not tampering with the natural
setting under study. (Drew, Hardman & Hosp, 2008). This research team therefore, took the
necessary steps to ensure that they observe all protocol regarding the execution of the
research and minimize the risks involved in conducting this study.
The researchers adapted the guidelines given by the University of the
Commonwealth Caribbean (UCC) Research Committee and the code of ethics used by the
JCF. The research process as approved by the research panel of UCC and the representative
from the JCF.
An introductory paragraph attached to the interview instrument was read for each
participant prior to conducting interviews. It explained the purpose of the study, data
collection and storage methods and outlined the intended used of the data which entailed
enhancing decisions of stakeholders, their right to participate voluntarily or withdraw from

the research process at any time, as well as clearly defined procedures that were applied to
maintain optimal level of confidentiality.
To maintain the integrity of the interviews, participants were asked to verify
comments to prevent any misinterpretation of open-ended questions. The identity of the
interviewees was kept anonymous and responses in no way harmed or became detrimental
to the status quo of their jobs. No incentives or bribes were included in the research and the
interviewees were assured that their participation would not cause any harm to their
reputation or that of their organisation.
Data Analysis
The responses of the participants were manually and electronically recorded. The
responses were then transcribed to field notes which were reviewed for a proper analysis to
be done. The participants were coded to triangulate data across documents. Open and axial
coding employed allowed the researchers to integrate categories and subcategories. These
revealed themes which allowed the researchers to gain in-depth understanding of the links
and connections of the thoughts and experiences shared between and among participants. A
review of previous research and findings were also compared to current findings as a part of
the analysis process.
A general inductive approach was also used in the evaluation process. Thomas
(2016) suggested that the inductive approach is less complicated than using other
approaches to qualitative data analysis. This is to condense raw textual data into a brief,
summary format and establish clear links between the evaluation or research objectives.
Thomas further added that “the general inductive approach provides an easily used and
systematic set of procedures for analyzing qualitative data that can produce reliable and
valid findings”.
Timeline
The researchers began this study in September 2017 with a projected end time of March
2018. Appendix E details the list of activities and their respective commencement and conclusion
times.
Budget
The budget enclosed at Appendix F outlines the expected cost associated with conducting
the research.
Chapter 4
Results
Overview
This qualitative study presents the lived experiences of rank and file police officers
at the St. James Divisional Headquarters of the Jamaica Constabulary Force (JCF). The
research was aimed at identifying the key motivators essential to enhance the performance
of the rank and file police officers. The research also sought to ascertain strategies that, if
implemented, may increase the retention of the JCF members. This chapter outlined the
demographic profile of the participants, response rate of the study and the presentation of
findings. The presentation of findings is organized according to research questions which
were truncated to form headings under which major themes and subthemes are presented.
In order to achieve its purpose and keep the study in scope, the researchers developed and
used the following research questions:
1. What are the motivational needs of the Rank and File police officers?
2. How can the managerial policies of the case study organisation, be aligned to support the
3. What motivational strategies do the officers perceive could enhance the quality of their
output and encourage retention?
4. How does the internal culture of the case study organisation provide opportunities for
5. What are the factors in the external environment that can influence the performance level
of Rank and File police officers?

Response Rate
All participants that were approached for the interviews participated and as such, a 100%
response rate was obtained. The researchers are of the view that the permission granted by the
JCF leadership for the members to participate, aided the research team in obtaining the 100%
response rate. Creswell (2012) proposed that survey researchers seek high response rates from
participants in a study so that they have confidence in generalizing the results to the population
under study. Creswell further explained that interviews usually give a high response rate because
individuals consent to participate in interviews in advance. The main challenge encountered
resulted from the fact that some participants were scheduled for interviews experienced
challenges relating to exigencies of their duties and as such either their time or the venue had to
be rescheduled. The interviewing team facilitated these participants with the changes.
Demographics
The pool of participants consisted of 10 police officers, aged between 19 to 61 years old.
In all, four females and six males were used to represent the gender mix within the rank and file
group. Eighty percent of the participants obtained tertiary education, while 20% obtained
secondary education. These participants represented the St. James Police Division. They vary in
length of service and rank of service in the JCF. The participants were coded in an alpha-
numerical format with letter P relating to the participant and each was assigned a number relating
to the position in which they were interviewed. In this case participants were coded as P-1
through to P-10. See Table 2 for participant demographics.

Table 2:
Participants’ Demographics
Participant’s Age range Highest level Rank Years of service

Code of Education
P-1 31-40 Secondary Sergeant 15
P-2 31-40 Tertiary Corporal 13
P-3 20-30 Secondary Const. 10
P-5 51-60 Tertiary Inspector 35
P-6 31-40 Tertiary Const. 6
P-7 31-40 Tertiary Sergeant 15
P-8 31-40 Tertiary Const. 8
P-9 51-60 Tertiary Inspector 39
Presentation of Findings
After multiple readings of the data in the interview transcripts, the researchers used hand-
coding technique to identify emerging major themes and sub-themes.
Motivational Needs of the Rank and File Police Officers
From the responses obtained from participants the researchers noted the following
subthemes emerging; self-motivation vs. organisation motivation, lack of promotion, unclear
communication, resource constraints, rewards and recognition, compensation and benefits and
ineffective leadership.
Self-motivation vs. organisation motivation. Sixty percent of participants expressed
that their motivation came from self, as the job provided little or no motivation for police
officers. P-1 stated:
“I am self-motivated based on personal ability; I set goals and achieve them. I
have positive attitude within that causes me to give 100%. I possess a never give
up spirit.”
P-2, P-3, P-6 and P-10 all expressed that they are simply self-motivated. However, P-4 is
motivated by providing a service to persons in need and being able to satisfy the needs of others.
P-5 is motivated by the salary received at the end of the month and the appreciation expressed by
customers.
P-7 expressed that motivation is obtained by a justice system that is certain. Whilst P-8
outlined that motivation comes from the appreciation of the public and the level of leadership
from supervisors. P-9 expressed the following in relation to motivation:
“I always liked the force; I wanted to become a military man but was called
to the JCF first so took up the offer. I am able to get a university education. I
am able to impart knowledge to my colleagues and help other members’
children to go to Cuba to become doctors, nurses, engineers. Help other
persons to enter institutions through legal means; encourage them not to be
at one level but to rise above the ordinary.”
Lack of promotion. Forty percent of the participants expressed a problem with the
promotional system of the JCF.
P-4 addressed the issue of promotion within the JCF by stating that:
“The promotional method needs to be revisited as persons will do the exam
and are successful but there is no guarantee they will be selected. If you are
not selected, you are required to sit the promotional exam again. The issue is
usually that there are more officers who qualify than the amount of space
available.”
P-6 and P-7 expressed that the promotional system affects their levels of motivation. P-6 outlined
“Promotion is not easily gained” while P-7 outlined that “Lack of Motivation” on the part of
management demotivates the staff.
Unclear communication. This is the third sub-theme emerging from responses received
from participants regarding motivational needs of the rank and file police officers.
P-1 expressed that the lack of clear communication from superiors, which is critical to
effectively and successfully carrying out their duties, is perceived as a major source of
demotivation. P-1 described this as “faded instructions” that affect expectations and outcomes
and cited an example to this end. During the interview it was observed that the P-1 was very
guarded in the response and was hesitant in sharing the specifics of the example cited above. P-1
went on to express that the ability to carry out their tasks successfully is quite motivating as it
gives a sense of accomplishment and fulfillment and that it was important that the employees
saw their tasks as important and meaningful.
Resource constraints. The fourth sub-theme identified was resource constraints. P-1
alluded that tasks given by supervisors with the expectation of getting effective results knowing
that the requisite tools were not available proved daunting. P-7 explained the following in
regards to resource constraint:
“you may report for work and be told to go on the road when you were not
equipped, you may be asked to go clear debris from road resulting from a
demonstration which is the responsibility of the National Works Agency”.
P-8 likewise stated that a lack of resource affects the motivational level of rank and file officers
and gave the following example: “Many times vehicles are not available to go and conduct
investigations.”
A general view of the officers is that the lack of resources such as personnel and
equipment impacts greatly on their performance and leaves them feeling demotivated. In this
regards, there is a shortage of physical and human resources to carry out their function.
One participant stated that what would motivate the officers:
“are things like the JCF forging partnerships with entities like car dealerships and
setting up low interest loans specific for police officers so that they are able to improve their
family lives.”
Rewards and recognition. Many of the participants responded affirmatively that
rewards and recognition are on the top of the list as a motivational need. P-2 spoke of the
treatment of supervisors as a demotivating factor as they are neither rewarded nor recognized for
the extra work and hours they have contributed. P-5 is discontented and demotivated by, “The
hypocrisy with service standards and hard work not recognized nor rewarded!” P-6 shared
similar views by outlining that, “Leaders are not for the welfare of the staff. Members are not
being rewarded.” P-2 shared that:
“I like when I do something, I feel that sense of appreciation from those that sit above,
especially from a job that I may consider to be well done.”
P-2 added that expressions of gratitude in open forums such as their daily briefings, force
orders as well as in the public space such as television or radio (media highlights) would
motivate them to perform their duties well.
Compensation and benefits. Another sub-theme emerging from responses given by
participant regarding the theme ‘motivational needs of the rank and file police officers’ is
‘compensation and benefits. Although a consistent response among participants, this was not the
most important motivational needs of the rank and file officers. It was expressed however as a
fundamental aspect as it would afford individuals to have an average life standard. P-4 expressed
that the level of work that they do deserves a better compensation package, stating that all factors
must be considered when determining a compensation package. P-8 shed light on the
unfavourable working conditions as high risk factors associated with the job as well as scarce
human resources which results in overtime. These long hours took away from their social and
family lives and employees become frustrated and by extension demotivated. P-6 highlighted
that other Islands are offering a more attractive package in comparison to Jamaica and as a result,
employees become demotivated and this drives them to migrate.
Ineffective leadership. Other mentions of motivational needs among the rank and file
officers were the need for effective leaders that are able to teach and coach the younger and
inexperience members. One participant added “Too many leaders are mostly being
administrators while employees are left on the battle field”. This means that leaders are working
from the safety of their offices while rank and file officers are left to deal with extremity of the
job and hard core policing. It was the general view by most of the Police Officers that greater
acceptance, trust and appreciation from members by the public is required. This they expressed
would motivate them to go the extra mile and to be relentless in their actions in ensuring that
justice is served.
Rank and file officers advocated the need for more social activities, where they get an
opportunity to interact with managers to improve relationships among members.
Managerial Policies Aligned to Motivational Needs of Officers
Research question 2 sought to determine how the managerial policies of the case study
organisation are aligned to support the motivational needs of the officers. The data collected
from the interviews were developed into five subthemes: JCF policies and employee motivation,
effectiveness of JCF policies, policies vs. motivational needs, JCF policies changes affecting
motivation and policy formulation.
JCF policies and employee motivation. From the response given by participants when
asked to what give their views on the extent to which current JCF policies motivate them, 90% of
them expressed that JCF policies do not motivate them to do their job but serve as guidelines,
while 10% of the participants shared that they couldn’t think of anything. P-5 viewed JCF
policies as “guidelines on how to carry out your duties and these guidelines motivate by
providing a standard for uniformity of behaviour”and P-9 viewed policies as a means “to
strengthen members to become efficient, and to abide by rules governing the organisation”.
While some participants shared the view that policies are used as guidelines, P-2 was of the view
that: “Officers are not usually made aware of a policy until something happens. Officers are
taught the law and police procedures but only know of the policies after you do research.”
The communication of policies to officers was viewed as a challenge which resulted in
ignorance when dealing with certain police procedures that should be followed. P-9 viewed JCF
policies not as motivating rank and file officers but as a means to “contradict the rule of law.”
P-9 further expressed that:
“Policy is used arbitrarily – many may face suspensions, interdiction or even
dismissal. Rule of law constantly act as a buffer and a buck up for officers who
have been maliciously and unfairly dismissed or treated contrary to law. The rule
of law and policy of force must work hand in glove if not, the rule of law
prevails.”
The extent to which the current JCF policies motivate the participants vary based on the
situation an officer faces and may not necessarily be enforced to motivate them.
Effectiveness of JCF Policies. According to respondents, JCF policies have a role to
play within the organisation in terms of its effectiveness, and their comments showed a mixed
view. Thirty percent of the respondents indicated that policies are not effective for the following
reasons.P-3 expressed that, “majority of the officers do not read so they are not aware of the
policies that exist, policies are just too rigid and have too many red tapes”, P-5 outlined that“
police tends to know the how to address persons section but other sections such as the authority
for(conducting) stop and search procedures , are not widely known nor used” and P-1 shared
that“ officers need to be knowledgeable about them and practice them” .
With policies implemented to guide members’ behaviour, 80 % of the participants
indicated that there are some policies that could be more effective. The responses for the main
policies and reasons highlighted are represented by Table 3.
Table 3
Participants’ indication of JCF Policies that could be more effective
Participant JCF Policy Reason
P-1 Promotional “Unfair treatment and some

remain employed because they
cannot do better…”
P-2 Promotional “..welfare of officers could be

more effective”
P-4 40 hours week “Needs to be followed as most

officers have to be working
more hours and if they work
over the 40 hours they are not
compensated for the extra
hours”.
P-6 Promotional “If enforced as laid out, would

be more effective.”
P-7 Grievance Needs “drastic change”…

outsource grievance
procedure
While policies need improving, other participants shared that the policies are not the issue
but its adherence. P-8 expressed that “policies accomplish what they are supposed to”, while
another participant was of the view that “the policies are effective, as they are there to guide but
persons need to be au fait( have a good knowledge of) policies and comply with them.”
Policies vs. motivational needs. The participants’ response to how do policies within the
JCF affect their motivational needs was used as a lead-on question from sub-theme one, where
participants gave their views on the extent to which current JCF policies motivate them, was
utilized to capture details of how they are personally affected by the policies. Participants gave
very short and precise responses as certain information could not be disclosed. Some participants
chuckled and some gave a smirk as they reiterated that the policies within the JCF do not
motivate nor do they affect their motivational needs. P-2 responded by alluding to an unwritten
means of operation of the JCF“the policies say comply then you complain. If you do not comply
you are charged for non-compliance by senior officers.”
Policies are “more crippling instead of uplifting”, or “just guides” was the way two
participants phrased it, while another commented that the policies within the JCF affect his
motivational needs “only when someone’s right is violated”.
JCF policies changes affecting motivation. When asked to describe any recent changes
to the company’s policies that affected their motivation, P-4, expressed the view that policies
will affect their motivation only if it affects (leave) entitlements. While two participants
expressed that they anticipated positive changes that would be created by the introduction of a
new Commissioner of Police who had shown interest in amending the promotional policy to
reflect prioritizing the promotion of officers who were successful in the promotional exams. P-1,
P-9 and P-5, outlined the policies that were recently amended and their implications on the
motivation of rank and file officers. Their responses are shown in Table 4.
Table 4:
Recently Amended Policies/Acts and Implications
JCF Policies with recent Changes Implications

changes
Promotional Policy If sick more than 28 days Dampers the spirit of members who are
per year over the last 3 ailing and genuinely requires the time
years, it will affect them for recuperation
being promoted
Time allotted to tender Members are required to If members leave without the
resignation give 6 months’ notice for resignation being accepted then
resignation and its criminal charges can be brought against
acceptance is not them that could result in fine
guaranteed amounting to $200,000
INDECOM Act Establishment and The parameters for officers’ interaction

development of the body with INDECOM not clearly defined or
to investigate members communicated which has implications
of the security forces for the rights of officers being abused
Finally, the researchers wanted to assess the inclusiveness of JCF members in policy
formulation and analyze its effectiveness as well as the impact it has on the motivational level of
its employees.
Policy formulation. The researchers also discovered that 90% of the participants
indicated that rank and file members of JCF are not allowed to contribute to the formulation of
policies. Participant P-2 explained that this stance exists due to the fact that, “ JCF is semi-
military so is a rank structure, therefore the higher ranks have the talk and rank and file officers
are not invited to those meetings”.

The researchers revealed that ‘constables’ shared similar view to the level of involvement
management allows employees when formulating policies. P-3 expressed that management, “do
not engage rank and file only superiors, so they just tell officers what to do and they are
expected to ‘comply then complain’. Officers can seek assistance from their sub-officer but it is a
rank system so you have to follow the chain of command”. Another participant, P-9 shared that,
“Top down policy is not for the benefit of rank and file members, (management) need to get
information from the persons who are in the streets and there is no open forum to get ideas from
rank and file members. If this changed then it would help greatly”.
In regards to how management facilitates the involvement of rank and file officers in
policy formulation, P-5, an inspector with more than 30 years of experience, revealed that
members’ involvement in policy formulation is “somewhat limited, and is occasionally hastily
done through surveys”. Another inspector, P-9, serving13 years at current rank, disclosed that,
“policies are formulated by the High Command along with its legal advisors. The Force has a
legal arm. Commissioner circulates policies through Force Orders. It is emailed to all members
or you can get it copied. If amendments are to be made a regular rank and file officer would
have to discuss the matter normally through the Police Union”.
Motivational Strategies to Support Performance and Retention
The researchers examined the motivational strategies that the officers perceived could
enhance the quality of their output and encourage their retention. The current motivational
strategies and the motivational gaps that affect performance and turnover were examined as well
as the sufficiency of the social programmes to support the performance and retention from the
perspectives of the officers. As the participants shared their views and lived experiences the
following themes emerged:

Leadership and management style as a motivational strategy. Participants were
asked to comment on the current motivational strategies and how they impact their performance.
Fifty percent of the applicants highlighted that strategies vary according to the leadership and
management style of the station and section commanders and that section heads are frequently
rotated and that replacements may not always carry through with motivational initiatives of the
predecessors. P-4 a corporal with seventeen years experience in the JCF explained that
leadership affects the motivation of the staff and highlighted:
“There is always a gap between management and line staff and sometimes
members feel neglected and feel like management is not looking out for them. If
managers were more involved physically this would help, so leadership skills
need to be improved”.
The members also highlighted that section heads are frequently rotated and replacements may
not always carry through with the motivational initiates of the predecessors.
P-1, Sergeant of police with 15 years’ service in the Force also added that:
“Effective communication is required from leaders”. She explained that
“leaders need to – get to understand supervisees by having rap sessions and
spending more time with the persons under their command. Leaders need to
remain loyal to juniors and organisation; be more supportive if members are
having difficulties so he can find out what is happening and give advice and
personal support.... leader has to be balanced so both internal and external
customers are satisfied.”

P-9 also brought to surface a practice of some supervisors which he labelled as
“vindictive “to award to low performance grades to the least favoured employees. P-7 further
strengthened this point by adding that:
“Supervisors are vindictive – if there is a fallout with manager, they may have
you as anti-administration and you are sent to cells, less Prestige - some areas
are seen as more prestigious so persons may be transferred from one area to
another so they decide to resign”.
P-1 resounded the point by adding that transfers sometimes results in domestic issues and broken
family life for the officers.
Thirty percent of the participants highlighted that they are unable to relate to a specific
plan that mangers advocate is in place for their motivation. P-2 reinforced this point by outlining
“The organisation does not have motivational strategies; you come to serve, so you serve” They
outlined that they work together to draft plans to deal to departmental challenges and identify
initiatives to meet the mandate of their respective sections however their assistance was never
solicited in coming up with creative means to keep the team motivated.
Recognition and reward programmes as a motivational strategy.The participants
discussed recognition and reward as a current motivational strategy employed by the JCF. P-1
informed that “there are strategies such as recognition and reward but she would love to see
them done on a consistent and widespread basis”. P-2 outlined that the Force should seek to
“identify members who perform at higher levels and have events to recognize them (officer of the
quarter, year) but a feeling of recognition would help officers to keep doing what they do”. The
JCF also partners with eternal bodies to recognize the efforts of the members. P-3 outlined that
“there are things in the JCF that encourages persons to push themselves -There is the Lasco Top
Cop competition” where the Force partners with the external business community to indentify
and reward a top cop at the divisional, area and national levels. P-4 noted that sports day and
employee socials are good platforms to build rapport, interaction and employees can be
recognized for their individual talents.
Resources as a Strategy. Participants highlighted that motivation and performance are
more directly impacted by the availability of resources. Members explained that there is a
shortage relating to gears, equipment and required quantity of human resources to get work done
in combating crime and criminal elements. P-5 an Inspector with 35 years experience added “the
lack of basic resources is a factor that contributes to the high attrition rate.” P-2 a corporal who
contributed 13 years of service to the JCF also commented on resources. He added that:
“Managers need to provide the resources and tools to work with as sometimes
persons have to purchase items from their pocket and they do not want to
reimburse same. Sometimes you have to drive your private vehicle to a scene in
order for the matter to not escalate and it is only from Inspector level and up that
get travelling allowance”.
Salary as a Motivational Strategy. Money was presented by P-6 as a current strategy to
encourage his performance. According to the participant “money or increased pay through
promotion could encourage officers to stay”. P-1 outlined that “the level of work they do they
deserve better salary”. P-4 also weighed in on this issue and added that:
“Salary, allowance and benefits are poor and influence a lot of persons to leave
the force... example most Caribbean and other countries think Jamaica has the
best trained officers but their pay package is better than ours so some persons go
due to the benefits and dollar value and the reality of everyday expenses”.
P-9 an Inspector of police with 39 years experience outlined that “the Force needs to provide
attractive fringe benefits irrespective of economic constraints as security is an expensive tool”.
Forty percent of the applicants shared the view that adequate improvement in
remuneration and incentive would motivate the staff to stay. The salary paid by the JCF is
significantly lower than that of their counterparts in regional and international countries.
According to P-9, “this situation lures a lot of trained and qualified officers to the monstrous
temptation of other foreign governments.”
Seniority allowance is another monetary benefit that was disclosed by P-9. This
allowance is available to eligible members. A performance-based allowance allows persons at
who have attained the maximum of their salary scale for at least two years without promotion to
benefit financially. The performance of the employees must be reviewed; they must achieve a
performance grade of at least 75% and be recommended by their supervisor in order to benefit
from this allowance.
Promotion as a Motivational Strategy. Promotion is also a strategy that allows officers
to advance to higher ranks where they will obtain greater responsibilities, salaries and benefits. A
policy guides the promotional process. It addresses the promotional criteria, which vary
according to each rank. An important criterion for promotion is the need to sit and pass a
promotional examination. P- 6 highlighted that promotion is a good motivational strategy that if
enforced could encourage performance and retention; however, its application remains a sore
issue for police personnel. P-1 solidified this point citing instances where “individuals served as
constable for over 15 to 20 years, having passed the exam there is no explanation why the
person was not promoted.” She explained that people continue to live these experiences. P-3
reiterated this point by highlighting that “Promotion is mainly given to friend and company” she
discussed the level of work she puts in and further explained:
“Then someone comes who does not put in the work but due to being favoured by senior
persons is promoted over who was there and have been contributing... Sometimes we are told
more persons did exam than available vacancy so only few promoted”
P-8 noted:
“There is an issue with the frequency, equality and double standard associated with
promotion”. P-10 added “There are always opportunities via policy and being qualified but it
does not necessarily happen. Persons have done exams but were not promoted and others are
promoted but they did not sit the exam”.
Working condition as motivational strategy. Members commented on the aesthetics of
the work environment and the need for it to be improved to make it a worker and customer
friendly environment. The office spaces at the station and the restrooms utilized by staff and
customers, observed by the researchers to be in a poor condition. There were instances where the
chairs were limited and of poor quality and as such, the officers found it difficult even to host
and facilitate the researchers. There were noticeable malfunctioning equipment and general
environment that indicated at lacking of regular maintenance and upkeep. P-2, P-9 and P-10 shed
light on this point by outlining that the working environment needs improvement to positively
impact performance and retention.
Another issue brought to light was the long working hours of the officers. Police
personnel generally worked more than the prescribed 40 hours per workweek and were not
compensated for the additional hours. P-1 highlighted that “there is not enough persons to cover
shifts so persons are called to do extra hours, this takes away from family and social life so
persons become frustrated”. P-6 also made this point. P-7 and outlined “You may complete 60
hours and still be required to work additional days” and P-7 noted “you may work double shift
and if you are one hour late, this may be a challenge”.
Job related risks and welfare concerns. P-3 pointed out that the functions and nature of
the job pose security risks for officers and their families. They outlined instances in which
officers were involved in shootings relating to their work and at the end of their shift, in
accordance with policies they are disarmed and left with the challenge of taking public
transportation home without any protection from the Force or the State. P-3 reiterated this point
by adding that adequate welfare preparation in the medical field is required for officers who are
injured on duty.
Attrition. All respondents agreed that staff turnover is high for the JCF. When
questioned on the factors they perceived contributed to the high attrition rate, the following
responses were received as outlined by Table 5:
Table 5:
Factors contributing to the high attrition rate:
Participant’s Responses
Code
P-1 Low salary and job related risks
P-2 Low salary and lack of promotion
P-3 Lack of promotion
P-4 Low salary
P-5 Low employee commitment and low salary
P-6 Low salary and lack of promotion
P-7 Poor leadership, poor treatment of employees and lack of resources
P-8 Low salary
P-9 Low salary
P-10 Low salary and poor working conditions
The recurring factor of low salary was the main contributing factor to the high attrition
rate put forward by the participants. Lack of promotion, poor treatment of subordinates, poor
leadership and poor working conditions were also presented by the participants as contributing
factors to a lesser degree. P-5 an Inspector with 35 years of service who is charged with the
responsibility of supervising staff further added that low commitment on the part of staff results
in them leaving the Force. The participant explained that “persons joining the organisation are
just looking for work hence they get easily disenchanted and unable to remain focus amidst the
challenges that exist in the Force”. P-1 presented the issue of the increased risks associated with
officers where they can be charged for use of excessive force. This could she outlined could
result in them being incarcerated in executing of their duties. This, the participant outlined may
be the cause of persons leaving the Force.
Strategizing through social programmes.
P- 2 and P-3 viewed socials and the expansion of the police sports activities as a means
to empower officers and boosts their performance. P-5 presented daycare service and gym
facilities as means by which the employer can demonstrate their commitment to employees and
their families as well as providing transportation to and from work especially those working
night shifts. P-7 recommended the creation of modern stations containing football field,
basketball area, a mutual ground where police and citizens can interact.
Internal Culture of the JCF Enhancing Officers’ Motivation
In addressing research question four, which sought to ascertain the extent to which the
internal culture of the case study organisation provides opportunities for enhancing officers’
level of motivation, the respondents made several disclosures. This question examined the
cultural environment in which police officers work to determine if it enhances motivation. The
subthemes derived based on the responses were: uniqueness of culture, cronyism and nepotism,
job fulfillment, inflexible and rigid structure, and close relationship within ranks.
Diverse and uniqueness of culture. When asked what they liked most about the culture
of the JCF and why, the general views of the respondents were: -
P-1 said that:
“The culture varies; the camaraderie and sense of being a family, especially amongst
rank and file members, was valued.”
P-2 shared that:
“The order, discipline, decor and set standards, where things were done in a particular
way was appreciated.”
The general findings from this question is that there were set norms within the force and
that the rank and file officers preferred this level of mores, discipline and predictability. P-8 and
P-9 explained that the culture was entrenched and individuals within the same ranks seemed to
gravitate to each other. P-8 indicated that the culture was so engrained at the top levels that to
make any form of adjustments, one would have to change all persons at the senior level as they
were the standard bearers of the organisational culture.
P-6 expressed the view that
“the culture is about who knows whom and who is involved with whom.”
On the other hand, P-10 stated that he did not like anything about the culture and that the
culture needed to be changed.
Cronyism and nepotism. In response to the question, if you could change one thing
about the culture of the JCF, what would it be and why: -
P-1 was quick to point out:

“…the squaddie mentality, where persons get away with things based on the group they
affiliate with. When certain incidents occur, persons were removed from their areas when
the situation could have been dealt with differently. Officers were transferred as punishment
so this system needs to be changed. The Force needs to come up with strategies to help
officers instead of punishing them.”
Similarly, P-2 alluded to the fact that
“It was hard to change the culture since it would be like one man against the world.
There are policies for everything but most times when you become aware of their
existence was when they were used against you, while others do the same thing and gets
away.”
P-6 contributed that
“there was the tendency of persons to form cliques and if you were not a part of certain
clique nothing happened for you.”
The way management reacts to and speaks to subordinates was an area that P-2 would
change. P-9 stated that he would change the neo-colonial culture.
Job fulfillment. Responding to the question seeking to ascertain what the participants
valued most about working with the JCF, the main responses were: being able to assist citizens,
the discipline, conduct, dress or uniformity, level of respect from citizens, experience gained and
job stability.
The most significant findings resulting from this question as agreed by P-5, P-6, P-7 and
P8 was that most participants valued being able to assist citizens. The other significant point was
that P-4 and P-8 appreciated the experience and knowledge gained on the job.
Inflexible and rigid structure. The overarching response to the question of ‘how does
the structure of the organisation encourage you to perform,’ was that there was a divide between
top management and lower ranked officers. Fifty percent of the participants stated that the
structure did not encourage them to perform. There were communication barriers and poor
vertical relationships as highlighted in the following response:
P-6 responded:
“The structure does not encourage me to perform. It is a rank and file and they remind you,
so it becomes a problem when persons above you are against you. The rank outweighs
everything else in the organisation.”
P-5. Her conscience and the ethics taught while growing up are what encourages her not the
structure.
P-6 postulated that it does not. He said:
“Most officers have to motivate themselves. The structure should be more horizontal so that
the pay can be more balanced. JCF is vertical so it may take a long time to move up the
hierarchy. Increase pay for officers at the lower level would reduce the hardship of the
excess hours worked. There were 11 ranks so it is a hard fight to get promoted so, officers
who start at the bottom finds it more difficult to get to the top. Most Commissioners went
through an acceleration programme to reach that level.”
P-8 pointed out that it
“The structure does not encourage at all. It is a hierarchy system therefore, they give you a
framework to follow to move up and even when you do, there is no guarantee that you will
move up. He did the Promotional Exam and passed it several years ago and he was still at
the same position while others who were after him have been promoted.”
P-10 said
“It affects him in a negative way based on top down communication. You may be fortunate to
have a superior who listens and say valid point. Junior members will comply because they
are told to do something by their superiors who may not know the system nor are they street-
smart.”
In contract, 20% responded that the structure encouraged them to perform. P-1 articulated
that the existing structure motives her as it gave her hope and the drive to work towards
going higher in the Force where she can be a part of the decision-making body. The structure
may one day help her to be able to make some changes. She aspires to be promoted because
of the benefits that go with it: financially and authoritatively. P-9 said yes, it does. It
encourages the inner person to function. If he was equipped with the relevant tools, work
would be done.
The view was shared that the structure was very vertical and should be flatter, also that there
were more managers than workers and managers only delegate.
Close relationship within ranks. In trying to discover how the culture of the
organisation affect relationship with colleagues, of the 10 participants, 40% indicated that the
horizontal relationship with persons in the same rank was good but the vertical association was
where the problem lies. Some of the responses were as follows:
It was stated by P-4 that:
“Seniors are not to borrow funds nor tools from juniors; if it is work related they might
get into trouble even if they were friends on the same level before. Therefore, moving up
in ranks can damage relationships if you are not aware of the policies or principles.
Subordinates have to try to ensure that they maintain respect for their superiors.
P-6 alluded to the fact that:
“Top ranks do not associate with Rank and File unless you knew them before, but when
at work you still maintain the ranks.”
P-10 pointed out that:
“it affects it because if persons were on the same rank and one gets promoted then you
have to be careful how you communicate with the person who was promoted.”
P-1 expressed that the relationship with the public and members of the JCF are not at its
best so good relationship amongst officers help to keep them daily.
External Factors Influencing the Performance of selected Police Officers
Research question 5 asked “What are the External Factors Influencing the Performance of
selected Police Officers?” This question explored the various factors in the external environment
that may impact the overall performance and motivational level of rank and file police officers.
The responses from participants with regards to what factors in the external environment affect
their performance as police officers led to the emergence of the following four subthemes:
Citizen Police relationship, Technology and Police Performance, Media and Police Performance
and Politics and police performance.
Citizen Police relationship. The first subtheme emerging from research question 5 is
‘Citizen Police Relationship’. Eighty percent of the respondents indicated that the external
environment negatively impact the performance of police officers, 10% indicated that they a
positive reaction, while 10% indicated that the external environment had no direct impact on
them. Eighty percent of the participants expressed that disrespectfulness, mistrust and
indiscipline among members of the public makes the job more difficult and, in some cases, can
impact performance in a negative way.
P-2 a Corporal who has served for 13 years shared the experience in interacting with the
public;
“The hostility and interference in policing activities. The level of disrespect you
encounter. You may be performing your duties in accordance with the law but
sometimes based on the results you may have to leave some things.”
However, P-2 was also quick to point out that relationship with the public is generally good and
that the police try to build rapport with people.
P-3 a constable with 10 years of service expressed that police officers must adopt to deal
with some members of the public to the extent that they change their personality. She further
articulated that this leaves the police mentally drained. She further articulated the following
experience;
“It affects it greatly. I used to work on the road and persons would place pressure
on me. If persons are asked why they do not like the police, most would say it is due
to other person’s negative experience with police. Also, when children hear the
negative reaction then they usually believe and follow the same examples. The
government also needs to end the political interference in the police force and the
Commissioner made mention of it. There are too many hands tying when the
government gets involved with issuing instructions. Officers mainly just have to
learn to be self-sufficient.”
A police inspector with 35 years of service, P-5, appeared dismayed whilst sharing her feelings
in response to the question “What are the factors in the external environment that affect your
performance as a police officer?”
“The lack of morals in the society. Lack of good paying jobs. The propensity of
Jamaicans to be indiscipline in their driving, at the work place and at home with
many domestic disputes that often leads to murders. People are often hostile to
the police and this can be demotivating.”
P-1 alluded to the society’s mistrust of the police. This he expressed impacts negatively
the effectiveness of investigations as members of the public are not willing to cooperate with the
police and give information to assist in solving crime. As P-1 provided descriptions of his
experience, he exclaimed,
“We need to get society to trust us again once this is achieved performance will
be better. Have to erase negative perception by implementing strategies to build
relationship and confidence. “
P-1 further stated:
“Police alone will not be able to do it, partnership is needed between police and the
public. It has to do with trust and if we do not trust each other we will not get
anywhere. There are gangs and based on judicial system certain things has to be
done and if information is not forthcoming no prosecution can be made. If the
public do not trust the police to give them information, then the gangs will always
be there.”
However, P-8 juxtaposed his own experience by affirming that there are some members
of the public who will assist the police in the crime fighting process. These persons he asserted
are a source of encouragement to the police to perform their task effectively. P-9 also pointed out
that his performance has been positively impacted because he works in an area where there is a
positive relationship between police and citizens.
P-4 outlined that there is no direct impact on her performance since her duties are more
administrative and so she does not need to interact with the public.
Technology and Police performance. The second subtheme emerging highlighted
technology as being a performance factor. Most participants agree that the use of technology is
important to police performance. However, 90% of participants expressed that the technology
employed by the JCF is either not being used, not enough, inadequate, behind time or that
persons need to be properly trained to use it. P-2 expressed the following:
“They are effective to an extent. The Force is parochial, so some things are just
being introduced, such as the use of email. In 2005 officers were not privy to the
Force Order but this has changed, and the Information Technology Department is
mainly operated by civilians. They are amending some laws example video
evidence, as some persons do not want to be present in court due to fear of life, so
these methods are increasing the confidence in persons who want to come
forward.”
P-3 believes that technology is an effective performance booster, however, he pointed out the
following:
“It is effective but just not used thoroughly for example, cameras are available,
but I doubt they are being utilized. It could be used to help regulate traffic. Police
officers are known to be vindictive, so I understand the limitation of using Apps

on phones, but it should be available to more persons. Technology could be used
to get a lot more done.”
P-7 a police sergeant with 15 years of service in adding his experience with technology outlined:
“Very effective but many years behind for example we are still using manual
signing in when the fingerprint system could be used to clock in. Force Order
now made available to all officers who have to have email.”
P-4, P-5, P-8, and P-10 all suggested that technology being utilised in the JCF is not adequate or
is below standard. P-9 contrasted these sentiments by outlining that the technology employed by
the JCF is adequately used.
Media and Police performance. The third subtheme emphasized, explored the extent
the media affects the performance of the JCF and how it can be used to enhance the job of the
Police.
The Impact of Media on Police Performance
20%
Negatively
Negatively and Positively
50% Uncertain
30%
Figure 4. The Impact of Media on Police Performance

Figure 4 demonstrates the role of media as a factor that impacts the external environment.
It is perceived by 50% of the respondents as portraying a negative image of the JCF, 30%
indicated that the media impacts the performance of the officers, both good and bad, depending
on the validity of the news being broadcast while 20% were not sure of the role the media plays
in policing.
Participants indicated that that it can be predominantly positive if managed properly. P-1
whilst giving his experience outlined the following:
“It can be good and bad. Media publish more negative, if good is done
oftentimes they do not air it as it is not something that will sell. JCF has a media
policy which says who is authorized to speak example the Liaison Unit or senior
officer for the parish.”
He further added:
“They could show the positive side such as community policing; officers will
have back to school treat and football matches that they finance from their own
pockets but if you do not have a link with someone in the media it is not
published.”
P-3 elaborating on his own experience was vivid and to the point by expressing that the
media plays a role in enhancing police performance but that not everything need to be in the
media as the media sometimes give false information. P-4 shared similar views but added that
the media sometimes prematurely shares information with the public that can put persons at risk.
P-5 and P-6 agreed that the media mostly sells the bad things about policing. P-5 in
sharing his experience stated:

“They glamorize the ugly side of people’s behaviour at demonstrations etc. They
tend to report as if yes listen to the lies the police are telling, when reporting
their versions of events.”
P-6 likewise stated:
“The media is always looking for something to sell as good news do not sell so
they highlight the worst, so to a large extent it affects performance. Persons do
not want this to be sued so to keep their job they prefer to do nothing at times.”
P-5 outlined that the media needs to tell positive stories and stop demonizing the police
whilst P-6 wants the media to be fair showing both the good and the bad. P-7 expressing his
feeling about the media pointed out the following:
“Sometimes persons make defamatory statements such as Jamaicans for Justice
(JFJ) and seniors do not respond to correct their error, when what is in the media
is half-truth. They should rebut and use the media to advocate for strengthening
and modernization of the Force. There needs to be a balance.”
P-8 whilst sharing his experience expressed similar views:
“It demotivates police, most times they are depicted in a negative light. They may
not know the full story and the police may be in his right but based on how the
video is shot it shows a negative light.”
However, P-8 in expressing how the media could be used to enhance the job stated:
“The media could be used to promote more positive aspects of the JCF. If you
look at the news headlines on the front page you would realize that bad news
sells more than good, hence the news media focus more on the bad. There are a
lot of positives that the police is doing such as daily assistance, Labour Day,
community service police where police goes into the community to motivate,
these are not being highlighted.”
P-10 reflecting on his experience, also agreed that the media impact the JCF in a good
and bad way. Whilst sharing his views he expressed the following:
“Jamaican media tends to be hard on the JCF and policing. It tends to have a
negative light and never seeks to advise, educate nor inform the public about
their role. If persons go overseas they will comply based on being aware of the
penalties attached. He need persons to be re-socialized eg. with the new 876
area code and the message reminders. He added that there were two forms of
societies: the upper and lower. It was the same for JCF: upper and lower rank.”
P-10 further expressed that the media can enhance his job as a police officer by being balanced
in its coverage.
Politics and police performance. The fourth and final subtheme explored the various
ways the political environment impact police performance. Three of the participants expressed
that their performance is not impacted by the political environment. Whilst one participant
indicated that she preferred not to answer the question. 50% of the participants suggested that the
political environment does have an impact on police performance. P-2, whilst reflecting on his
experience outlined the following:
“Officers have to be careful how they operate as if you touch certain people you
may hear that you are being transferred and you may not be told the reason for
the transfer only that the officer has the authority to transfer you.”
P-5, articulated that in an institutional and covert way politics has a great impact on
police performance.
P-6 also expressed similar views:
“It hinders us from doing our job to the fullest at some point in time. It does not
affect all police but if you are to be an effective officer, you will be affected.
Politics does affect performance as some persons are involved and can be
transferred if the political party they support change (if you work in certain
areas). Status is also an issue example, ticket is issued to known member of the
public and the officer is told not to issue it. Also, when issuing tickets, you can be
told who they know, and they may try to get you fired. Evidence can go missing,
you can be told to direct a case in a certain direction and if you do not comply it
can be used against you.”
P-8 added:
“They are corrupt, mendacious and do not seek to assist the police force. Majority
of them are lawyers, who come up with laws that are filled with holes; he thinks they
do this intentionally.”
P-10 exclaimed similar sentiments whilst elaborating on his experience. He added the following:
“Selection process highly influenced by politics. JCF is one of the only
organisations that takes step to purge itself. Jamaica is a corrupt state. Police
corruption does not need anything tangible. Sometimes you want to perform your
duties effectively but know the consequence. Police can go into certain areas but
cannot go into some due to backings of politicians.”
P-7 expounded on the impact of the laws made by parliament as being inadequate and
irrelevant. He further explained that Jamaica’s laws are based on the old UK legal system,
however, when the United Kingdom (UK) revised their laws and updated them, Jamaica
continues to use outdated laws. This he outlined undermines the effort of the police and is a
source of discouragement. He further explained:
“Most modern Act used by JCF is because UK and America forced us to use them
example, Proceeds of Crime Act. National Identification System (NIDS) is due to
banks overseas pulling out due to not knowing who they are dealing with. A lot of
Commissions are set up but most of the recommendations are not implemented. “
He further stated:
“some appointments are political while some are cronyism. Some persons may
not be promoted because their party is not in power. You sometimes have to run
behind persons to get resources or promotion.”
Summary of Findings
Ten rank and file police officers were interviewed for this study. The five research
questions guided the study and kept it in focus. Similar themes emerged across all responses are
summarized below.
Motivational needs of the rank and file police officers. Participants expressed the
various factors which affected their motivation as rank and file members. Sixty percent of the
participants advised that they received grater motivation from themselves rather than from the
efforts of the organisation. They lamented on the unfair dissemination of promotion
opportunities and the stifling effects that it has for their progression. They added that they are
restricted by ineffective leadership which spirals into limited resources and unclear
communication. The rewards and recognition measures are few and compensation and benefits
are unable to meet their needs. These weaknesses in the system epitomize their needs.
Managerial policies aligned to motivational needs of officers. Participants discussed
the various organisational policies and how these policies affect their motivational needs.
Subthemes relating to this were JCF policies and employee motivate, effectiveness of JCF
policies, Policies vs. motivational needs, JCF policies changes affecting motivation and Policy
formulation. The members highlighted that they are not motivated policies. They explained that
varying policies exist in the Force and are not being consistently applied. The policies are
generally formed by management and the members are not adequately included in the process.
Motivational strategies to support performance and retention. In this section
participants shared their experiences relative to the motivational strategies utilized by the JCF, to
encourage high performance and increase retention among rank and file members. The
experiences of the participants were captured. Common themes such as leadership and
management, recognition, resources, salary, promotion, working condition, employee
engagement and social programmes emerged from the discussions. The participants highlighted
that motivational strategies vary according to station leaders and managers. Some managers are
responsive of the team while others are not so responsive. They also outlined that the transfer of
managers interrupts strategies and there are gaps between management and employees that
affects working relationship and motivation.
The study revealed that recognition programmes are evident in the Force however the
participants emphasised the need for more interventions of this nature and for them to be
conducted on a regular and consistent basis. The shortfalls in physical and human resources
affecting the JCF were disclosed. Salary and promotion were viewed by the participants as
strategies that can motivate the members; however, according to them, the salary is low which
makes the JCF susceptible to high turnover rates resulting from more lucrative employment
options. The promotional strategy they outlined lacks equity and consistency in application.
The participants also shared their experiences on the working conditions and outlined
that the working environment is poor and the long working hours negatively affects them. It was
also noted that employees at times exert low commitment and as such they become easily
disenchanted when treating with the challenges of the job. The members outlined that social
programmes in the forms of gym, daycare and transportation are lacking and continue to affect
their moral.
Internal Culture of the JCF Enhancing Officers’ Motivation. Participant expressed
their various views on the internal culture of the JCF and how it affects their motivational levels.
The subthemes emerged from this section were Diverse and Uniqueness of Culture, Cronyism
and Nepotism, Job Fulfillment, Inflexible and Rigid Structure, and Close Relationship within
ranks. There exists a presence of camaraderie, order and disciple and a sense of family. Members
in similar ranks shares close ties. A significant feature of the culture is that of development of
members through affiliations which gives rise to cronyism, nepotism and cliquism. The
employees explained that they value the job and are fulfilled by assisting others, discipline,
uniformity and stability. The inflexible structure of the Force is said to impede communication,
especially from the bottom up. While some of the members are encouraged to meet the
challenged posed by the structure in reaching the top of the hierarchy, some are daunted.
External factors influencing the performance of selected police officers. The
participant explored the various factors in the external environment that impact theory overall
police performance and how these factors affect the motivational level. The responses from
participants led to the emergence of the following subthemes: Citizen Police Relationship,
Technology and Police Performance, Media and Police Performance and Politics and police
performance. Majority of the members highlighted that the external culture of indiscipline as
well as the citizens’ perception of the police affected their performance. Police personnel are
required to adopt personas in dealing with the diverse sectors of the society which result in them
being mentally drained.
The members also advised that the technology utilized by the force is outdated and
inadequate however it can be improved to maximize efforts and safeguard witnesses. The media
affects police performance where negative sells and as such the bad is highlighted more than the
good. This amplifies the poor citizen perceptions of the police. The officers also elaborated on
the society’s quest for information which sometimes places the police and citizens at risk. There
are direct ties between the police and politics and as such politics predominantly affect the
officers’ performance. This results in political figures meddling in police work. This affects
investigations for said political figures and people with close political affiliations. The legislative
system also affects the efforts of the police where laws are outdated and thus becomes a source
of discouragement.
These five themes and sub-themes have been interconnected and assist in shaping the
understanding of the researchers about the lived experience of rank and file police officers in the
JCF and how motivation affects their performance and the attrition rate of the JCF. Each of
these themes will be discussed in chapter 5.

Chapter 5: Discussion of Results
Overview
This research was designed to identify key motivational factors that may be essential to
enhancing the performance of the rank and file police within the St. James Police Headquarters
and to suggest strategies that, if implemented, may also increase retention. Contained in this
chapter is the discussion of results. In order to achieve the purpose of this section, previous
researches and literatures were also compared to current findings as a part of the analysis and
discussion process. The researchers’ opinions were also explored to garner new understanding or
insights about the topic. This chapter also includes the implications, conclusions,
recommendations and is concluded with limitations and suggestions for future studies.
This qualitative study used a single case study research design. Data was collected primarily
through interviews. This method was further supported by observation and well as the review of
archived documentation relevant to the topic. Interview instrument and observation protocol
were utilized in this process. Ten rank and file members consisting of Inspectors, Sergeants,
Corporals and Constables participated in the study. The responses of the participants were
manually and electronically recorded then transcribed to notes. These were reviewed in order for
the researchers to gain understanding of the experiences shared by participants. The following
research questions guided the study:
2. How can the managerial policies of the case study organisation, be aligned to support the
3. What motivational strategies do the officers perceive could enhance the quality of their
output and encourage retention?
4. To what extent does the internal culture of the case study organisation provide
opportunities for enhancing the officers’ level of motivation?
5. What are the factors in the external environment that can influence the performance level
of rank and file police officers?
The findings relating to motivational needs, managerial policies, motivational
strategies, organisational culture and external environment were presented in chapter four
and will be reviewed and discussed in the succeeding section.
Discussion of findings
Motivational needs of rank and file officers. From the pool of participants
interviewed the researchers were able to capture responses from the participants which
enabled a broader perspective on the motivational needs of rank and file officers. The
findings revealed that promotion; effective leadership, recognition and rewards,

compensation and benefits and good working conditions predominantly defined the needs
of the rank and file members. Herzberg’s Two-factor theory also known as Motivator-
Hygiene came out from a study conducted among accounts and engineers to determine
what drives an individual perform well at work (Saif, Nawaz, Jan & Khan, 2012). Herzberg
noted that there are five features of work that bring about motivation, one of which includes
advancement.
It was clear that the Police Officers are seeking career advancement that comes by way of
promotion which will afford them a better way of life. The findings of the study identified gross
dissatisfaction from all ranking levels regarding promotion in the JCF. This is viewed by the
participants as one of the key factors that contribute to the high attrition. It was expressed that
“the promotional system does not promote but demotes”. Undoubtedly this will frustrate the
police officers causing them to be demotivated and not giving of their best. This dissatisfaction
appears to have manifested into what is best described as a “lackadaisical” attitude demonstrated
by the officers. They expressed that they at times refuse to even attempt the promotional
examinations as they are not confident in the deliverables of the system. The researchers are of
the view that this is an area to be closely examined by management if the organisation is to
succeed. Management must be able to identify the top performers and ensure that they are fairly
treated and that the requisite benefits are aligned; failing which, individual performance will
decline, which will ultimately be reflected in a decline in organisational performance.

Fortenbury (2015) in study found that pay was low in public sector and police officers
were motivated by success in crime fighting efforts rather than by salary. On the contrary,
compensation and benefits in this study was identified as a need of rank and file police. This
affects their effectiveness, performance and motivation. The participants expressed
dissatisfaction with their pay and benefits package. They explained that they currently work in a
stressful and high-risk environment coupled with the long working hours and should be
compensated based on those factors. It was further explained that in accordance with current
employment policies, they should be doing a 40 hour work week; this is seldom the case and
they are not compensated for any extra hours worked.
As outlined in Literature review, Glaser and Parker (2001) examined over 300 police
officers working at a department in transition from traditional to community policing. They
found that officers’ job satisfaction was associated with perceptions of leadership. There is a
connection between the views shared by Glaser and Parker and the participants of this research.
The participants saw effective leaders as vital component that is in scarce supply in the
organisation and as such identified it as an immediate need. The researchers are of the view that
this is a critical area that must be improved because of its ability to directly impact and transcend
to several other areas. Leadership provides the ‘influence’ for the human element to begin and
follow through with functions. Leadership is instrumental for resource allocation and is also
useful to, develop and implement strategies.
Recognition and reward are also extremely important to the rank and file officers on all
levels as revealed by the findings. The participants expressed that simple gestures like “good
job” or “well done” is a need that is left unsatisfied by some station heads. Bune (2017)
suggested that these gestures send a message to the officers that their superiors value what they
do each day. The existing conditions of the station have added to the frustration of the Police
Officers. The physical conditions of most of the police sections that were observed were less
than favourable and this was explicitly expressed to the research team as a demotivating factor.
The participants spoke of being short on human and physical resources to effectively carry out
their duties and as a result, this places strain on them which further limits their performance.
Managerial policies of the JCF aligned to supporting motivational needs. Whilst the
previous section focused on the motivational needs of the rank and file police officers, this
section will discuss and analyze the managerial policies of the case study organisation aligned to
supporting the motivational needs of the officers.
Ninety percent of the participants clearly indicated their view that the policies in the JCF
are neither designed to motivate nor demotivate but rather to act as guidelines. Is so doing,
policies provide a standard for uniformity of behavior aimed at strengthening members to
become more efficient in undertaking tasks. This view is similar to that shared by Torjman
(2005) who explained that policies seek to achieve a desired goal that is considered to be in the
best interest of all members of an entity.
When participants were asked to what extent current JCF policies motivated them and
how policies within the JCF affected their motivational needs, participants described the policies
as being “more crippling instead of uplifting” and thereby affects their motivational levels. The
following quotes highlight the participants’ lived experience of their encounter with policies
given through weekly Force Orders. They include: “comply then you complain”, “they are clear
in what to do and the consequences of not doing it, or officers can be reported on for the least
matter so policies serve as barriers, you just have to know how to work with them.” The
participants have underlying issues with some of the policies. These issues are outlined in Table
3, which gave an overview of how current changes to some policies affected the participants and
possible reasons for such.
The findings suggest that there is a relationship between the policy formulated and its
impact on the motivational needs of the officers. The researchers are of the view that members of
different ranks within the JCF have varied motivational needs. Whilst, all needs cannot be
satisfied due to the individual preferences, the researchers support the view postulated by Griffin
and Moorhead, (2014) that managers should work to enhance the presence of those motivational
characteristics in jobs but should also take individual differences into account.
It was noted that polices are formulated by the High Command along with its legal
advisors. Due to the nature of the management structure of JCF, and the dynamic environment
that the law enforcement agency has to operate within, Participant P-10 suggested that the
Commissioner of Police circulates policies weekly through Force Orders or other means of
communication and is made accessible to all members via emails. These findings are consistent
with previous research conducted by Weis (1994) who outlined that a policy is an active concept
and can initiate or change the characteristics of on-going management activities.
The researchers found that policies play an integral role in disseminating regulations
governing the day-to-day activities of the officers. However, it was indicated that charges may be
proffered against and officer who is ignorant of updated policies as a result of negligence, failure
to check emailed copies of Force Orders.
Unfavourable conditions have led participants to assert that policies can be more
effective. Some of these concerns relate to aspects of policies that deal with promotion to be
granted after passing an exam, Police Public Interaction as it relates to use of force and stop and
search criteria, 40- hour work week, circumstances surrounding when a firearm is considered
used and amendments made to notification time for resignation. Two areas that especially
affected the officers’ motivation were policies relating to Independent Commission of
Investigations (IDECOM) and resignation. They expressed gaps in policy relating to their level
of involvement and their rights and responsibilities in the interaction process with INDECOM.
They understand the legal implications and risk of the job where they may be required to defend
themselves in relation to questionable job operations undertaken. They however would not want
any of their rights to be violated in these processes neither do they want to be left entirely to the
mercy of an external body. Policies and regulations indicating perimeter and scope of
responsibility and interaction would encourage their cause and motivate them to perform. The
researchers are of the view that the employees, through policies and regulations should be
assured of the commitment and support of the organisation especially at such challenging
ventures.
Employees are now required to observe a six month notification period for resignation
with the condition that its acceptance is not automatic. Failure to comply may result in charges
being proffered against the employees to which penalty of up two hundred thousand dollars is
applied. The organisation utilized this method to safeguard the number of its members; however,
this negatively interrupts the motivational balance of the members. The research team holds the
belief that more effective retention strategies that considers the needs of the rank and file
members would create a more favourable environment for all to operate.
Although the research findings are generally compatible with research conducted on law
enforcement agencies and implications of their policies, there are two main areas in which they
differ. First, employee involvement in formulating policies within the JCF is not accommodated
for most members of the rank and file category. Members perceive that they are not “smart
enough” to make contribution. However, it was noted that, “if officers have concerns they have
to approach the Police Federation”. This is a factor that hinders the effectiveness of policies and
Griffin and Moorhead (2014) advised that employee involvement using participative
management and empowerment can help improve employee motivation.
Secondly, aspects of the three-step policy formulation process proposed by Conser,
Paynich and Gingerich (2013) as outlined in the literature review is observed by the JCF. The
policies are identified, and distributed accordingly. However, participants did not indicate that
meetings and training sessions were convened to explain new the policy, its rationale and
significance.
In order to avoid such infringements, Conser, Paynich and Gingerich, (2013) in their
study of law enforcement agencies in the United States, advised that it is critical to evaluate the
effectiveness of all law enforcement policies to ensure that the anticipated improvements have
actually occurred. The study further explained that in the policy formulation process, evaluation
of policies is critical to the identification of weaknesses and needs for future policy.
Perceived motivational strategies to enhance output and encourage retention.
Having examined the managerial policies and the extent to which they support the motivational
needs of the officers, it is also important to examine the motivational strategies that are
implemented to stimulate the performance of the JCF members. This section will be exploring
these strategies and the potential impact they have on performance and retention from the
perspectives of the employees.
Motivation remains a foundation factor to consider when planning for performance and
retention in an organisation. Herzberg (2010) postulated that managers who are knowledgeable
of the sources of motivation are better able to stimulate interest and increase the performance of
the employees. The research revealed that motivational strategies employed by the JCF are
highly dependent on the leadership style of the station commanders.
It was also revealed in the findings that section heads are frequently rotated and
incumbents may not always follow through with the motivational strategies and initiates of the
predecessors. Not all managers may view motivation equally as a primary focus and as such,
they may not place emphasis on or commit themselves to the motivational practices implemented
by others. In the context of the JCF, with a diverse populace with varying needs, the researchers
believe that a centralistic approach may not effectively respond to the individual needs of all
rank and file members. An effective strategy relies heavily on management’s ability to identify
the specific needs and interests of the employees and combine the right variables to satisfy those
needs.
Good working condition and working relationship are integral needs of employees as
revealed by this study. The working environment relating to the physical building and equipment
in the case study organisation posed a challenge for the employees. Herzberg presented working
conditions and working relationship as hygiene factors. In accordance with the principles of the
two-factor theory, this therefore implies that these factors are necessary in creating satisfaction;
their absence creates dissatisfaction. This situation can have dampening effects on the human
psyche and assist in restricting the contributions of the employee.
The research also revealed evidence of poor working relationship between supervisors
and supervisees. This the participants outlined was manifested in unwarranted transfers of
subordinates. Employees who are of the view that management related to them in a poor manner
may not be motivated to perform at optimum or extend themselves beyond the call of duty.
Tengpongstorn (2017) brought attention to the importance of salary and fringe benefits as
a motivational strategy in managing human resources such as police officers. Vroom (1964) in
the Expectancy Theory outlined that employees will be motivated to work if they place high
value on the expected outcome. If employees place high value on money, they will be more
motivated to perform and remain with the organisation where the salary is attractive and
reciprocate the roles, risks, scope and responsibilities of the job. In the context of the JCF, the
research revealed that the employees place value on salary. Where the salary and fringe benefits
are competitive the members will be able to meet personal and other financial obligations and
limit their vulnerability to bribes and corruption. This will also put the organisation in a position
to attract and retain talented employees.
Herzberg presented achievement, recognition, promotion as motivational factors; Bune
(2015) concurred that recognition and promotion are integral to motivating police personnel. Of
equal importance, within Bune’s perspective is the concept of fairness in managing these
important processes. Bune outlined that fairness occurs where law enforcement personnel are
confident from the start that they have equal opportunities for professional and promotional
advancement.
As in the finding of the study, the JCF members are cognizant of the ability of
recognition and promotional strategies to motivate. The challenge presented by members is the
lack of equity and consistency as they vie for the opportunities of promotional advancement.
Robbins and Judge (2015) in their expression of the Equity theory developed outlined that
employees are motivated when they perceive a balance between their inputs and the outcomes
that they receive against those of others. The researchers are of the view where there is low
confidence and high perceptions of inequity there will be adverse effects on the performance of
staff and their willingness to remain in the organisation.
The participants presented social programmes such as daycare, transportation and gym
facilities as areas in the Force where development is required. Members are concerned about
their safety on public transportation at especially at nights. The officers also noted the usefulness
of an internal daycare facility. An officer with a child in an external daycare facility who is not
timely relieved of duties is likely to incur additional daycare costs and may become frustrated.
Frequent occurrences of this nature are likely to affect the officer’s performance and tenure.
The internal culture and officers’ level of motivation. The internal culture of the
organisation was identified among the key motivators in the research and as such, this section
seeks to provide an understanding of how the culture of the organisation enhances the level of
motivation among rank and file police officers. The researchers believe that internal culture is a
powerful force that can either make or break an organisation. Respondents were of the view that
the culture of the JCF is diverse and unique. Fifty percent of the participants responded
positively about what they liked most about the culture of the JCF. Some of the admirable values
highlighted included: an appreciation of the culture of camaraderie, unity among the rank and
file members, its guide to instill discipline and time management, the training courses offered,
strong support in times of bereavement and its sense of family among others. These findings
were in harmony with Coady et al (2000) where the unity of the force was referred to as giving
rise to ‘esprit de corp’; a ‘brotherhood’. These cultural values create unity and foster progressive
working relationship within the JCF organisation.
Conversely, there are undesirables that the members would want to be eradicated from
the culture. Fifty percent of the respondents expressed a negative response about the culture of
the JCF. They cited inconsistent application of promotional procedures where qualified members
are overlooked and a system infiltrated by nepotism is a hindrance to the development of a strong
internal culture that enhances the officers’ level of motivation. The participants highlighted that
the members form ‘cliques’ which became a prominent part of the culture. Benefits and
privileges are transmitted mostly along these lines rather than through the formal established
structures. The research team is of the view that these inconsistencies are likely to fuel discontent
in the members, discourage motivation and encourage early departure of the members.
Respondents advocated the need to change some persons in the top ranks and criticized
some managers for not being fair or solution oriented. The main concerns seemed to lie with
differences between the culture of the rank and file group and the gazetted group. It was evident
that the ranks created separation and the perception of inferiority and superiority within the
force. What was found was that persons tend to associate with persons within their own ranks
thus creating a divide. The researchers contend that this situation if left unresolved may lead to
further disconnection and contribute to an adversarial relationship between the two groups.
The findings of this research also coincide with the findings of the strategic review of the
JCF undertaken by the Ministry of Security (2008) where aspects of the culture of JCF are both
strong and weak. Arising from the strategic review, it was confirmed that there are indeed
locations where there is evidence of high productivity which could be attributed to effective
supervision, leadership, and management. In such cases however, it was speculated that such
behaviours could largely be a manifestation of the personal characteristics and objectives of the
officers rather than any organisational design.
Besides the evidence of effective leadership and supervision, respondents raised concerns
about the inflexible and rigid structure within the JCF that fosters segregation of persons in top
ranks and the subordinates as well among the older and younger workers. This impacts
effective communication between rank and file members and superiors, the power and authority
structures as well as decision-making. The generational gap that existed posed a constraint and
an opportunity as both groups bring different perspective to the table even though they might not
see “eye-to-eye” as expressed by a respondent. Harbour (2017) explains that good working
relationships foster strong growth and once this does not exist then challenges are likely to arise
among staff and within the organisation. Based on the concerns expressed from the respondent’s
greater effort is needed in the JCF to foster good relationship among staff members, which will
also encourage a good working culture.
The general interpretation from these respondents suggested that although there were
formal structures and a high level of bureaucratic behaviours, numerous inconsistencies exists
within the JCF. The research further revealed that often times the policies, which were
numerous, tend to only be highlighted after a breach and were not used consistently since some
individuals were given favourable consideration depending on their affiliations in the work. This
high level of bureaucracy and formal structure tends to be followed by low productivity, which
was also revealed in the findings of Cheeran & Joseph (2015) who indicated that in weak
organisational cultures, governance is exercised by way of extensive procedures and
bureaucracy.
One officer mentioned that the relationship with the public was not as it should be hence
a good relationship amongst officers was important, the findings are to some extent in line with
Coady, James, Miller and O'Keefe (2000) where the unity and attitude towards their fellow
officers is different from the attitude towards other citizens.

The respondents indicated that these are contributing factors to the erosion of the
organisation’s internal culture. One hundred percent of the respondents indicated that these
factors also contributed to the high attrition rate within the JCF. It can be argued that such
constraints would demotivate the workers, which in turn would pose detrimental consequences to
the organisation and create avenues for sub-cultures to hinder the growth of a strong internal
culture.
External environment effects on police officer performance. The external
environment in which rank and file officers operate impacts their performance. There are some
factors that the officers can control by using the law or the JCF constitution, while some factors
can be controlled by managers or key stakeholders in society and others are deemed
uncontrollable. On this premise, it is important for officers to understand the means by which
their performance is measured with the view of keeping them challenged and focused on
individual targets. Employees tend to be more motivated when they have a greater appreciation
of how their individual contributions are aligned to strategic objectives and corporate goals.
The findings revealed 80% of the respondents indicated that the external
environment negatively impact the performance of police officers 10% indicated that they
a positive reaction while 10% indicated that the external environment had no direct impact
on them. The respondents emphasized that negative impact of the external environment on
their performance, is as a result of stress-related scenarios and constraints the police
officers experience from the external environment whilst carrying out their duties. One of
which stems from the relationship between the civilians/people and police officers. There
is a high level of hostility, indiscipline and bad mannerism displayed by members of the
public towards the police.

The relationship between the citizens and police has been greatly impacted based
on the treatment given during a conversation, an encounter involving a reprimand or action
that warrants legal action to be taken. Both entities may at some time display behaviour
that seems unfair and inappropriate. As a result, a negative perception of the police force
by citizens and vice versa would lead to mistrust and lack of confidence. This hinders the
level of involvement that officers obtain from the public in providing credible and timely
information to aid in the crime solving process. Good police/citizenry relationship is a
crucial component to police performance as was outlined by Johnson (1993) in literature
review. In order to improve the performance of the police officers and motivate them to
serve, Johnson (1993) stated that officers must have the support of the community if they
hope to effectively perform their roles as service providers and crime fighters.
While most of the respondents felt demotivated by the perception the citizens have of
them, others shared the view that they used community involvement initiatives to reach members
of the public and bridge gap caused by negative perceptions. Community involvement which has
produced favourable results overtime. The findings indicated that residents are more cooperative
and lend their support where necessary therefore a level of rapport is built with persons outside
of policing. This community related approach that facilitate citizen involvement has been the
priority of the Commissioner of Police. This allows citizens to feel free to share open
conversations with the police officers, reduce the use of brutal force by members of JCF with the
aim of creating a service Force in Jamaica.
Technology is the driving force for change within many police organisations around the
world and is therefore used to improve police performance (Harris 2015). The findings revealed
that 90% of the participants agreed that the use of technology is important to police performance
and further indicated that the quantity of technology employed by the JCF is limited or obsolete
or that employees are required to be properly trained to use more modern technology. A law
enforcement agency that is properly trained and equipped with the necessary skills set in
maneuvering new technologies, are guaranteed the opportunity to provide services similar to
those of first world countries, improve performance and motivate officers to protect, serve and
reassure the public. De Pauw (2011) supports this view, that technology has more pros than cons
for police officers as it presents an opportunity to prevent and fight crime more effectively. The
devices and software that are integrated into the organisational system aid in the overall
operation and further add efficiency both in administrative duties and when enforcing the law to
the general public.
The integration of technology into the JCF has revolutionized police practices. The
introduction of telephones, vehicles, drones, cameras, computer and other technological gadgets
has optimized the services offered both within the organisation and to the general public.
However, participants have noted that there is much more that can be accomplished with the
improvement of technology in the JCF. The use of improved technology to the JCF is essential in
assisting officers in crime solving process such as identity theft, cybercrimes, or terrorism.
Koper, Lum, Willis, Woods and Hibdon, (2015) supports the concept that technological
developments have unlimited possibilities for improving police performance. Some of these
possibilities may include gaining immediate access to information, deoxyribonucleic acid (DNA)
testing, recording visual and audio footage from cameras, regulation of traffic to provide
information relating to alternative routes to traverse to a crime scene, report and provide visual of
traffic accidents to improve response time of officers
The respondents also identified training of police as a limitation to the effectiveness of
the police force. Training of police is needed to operate existing and emerging technology that
will aid in the law enforcement process. Koper, Lum, Willis, Woods, and Hibdon, (2015) further
added that technologically savvy officers would be more intrigued to perform when they are
afforded the technological resources that matches or exceeds the capabilities of criminals.
Moreover, he denotes that a lack in this regard could discourage interests and hamper efforts.
The technological changes have the capacity to transform social and organisational life of the
JCF and are shaped by the social and organisational conditions. The researchers are of the view
that the current reality of Force working with technology that are less advanced than the
criminals they seek puts the offices in a disadvantageous positions that is likely to impede their
performance.
The role of media as a factor that impacts the external environment is perceived by 50%
of the respondents as portraying a negative image of the JCF, 30% indicated that the media
impacts the performance of the officers, both good and bad, depending on the validity of the
news being broadcast while 20% were not sure of the role the media plays in policing. It is the
view of some respondents the media occasionally prematurely shares information with the public
that can put persons at risk. The researchers are of the view that the perception of negativity of
the media from the police officers result from a difference in function in the groups. The police
may be interested in retaining information for investigative purposes and to protect the interests
of its informants while the media is concerned about releasing timely information to the public.
Cordner (2016) theorized that a police organisation that interacts poorly with the media
will result in a negative image on the organisation and inadvertently deters citizen’s respect and
support for the organisation and its members. Whilst there was no great detail of organisational
relationship with the media in the survey, it is evident from the responses that the media
portrayal of the JCF, at times is negative as perceived by the respondents. This the respondents
believed can influence citizens to react negatively to the officers when carrying out their duties.
The rank and file members of the JCF raised additional issues when they questioned
on the impact of politics on their performance. The members noted that there are political
appointments in the Force and also spoke of meddling from political figures in police
affairs. They brought attention to the level of pressure they undergo when they are required
to investigate political persons and others associated with them. They noted that where
cases arise they proceed with an understanding of possible consequences relating to their
transfer or probable implications for their promotion. They also outlined that outdated laws
are evidences of an inadequate legislative system that is proving futile in contending with
modern day challenges of the Security Force.
With reference to literature review Woldekidan (2016) commented on politics and
its impact on police performance. Woldekidan proposed politics is an integral part of
developing and implementing the national security policy which can have influence over
security institutions such as the police. The JCF currently falls under the authority of the
Ministry of National Security which is a political arm of government ("Jamaica
Constabulary Force", 2017). Politics is directly related to policies and allocation of
resources. It should be understood that variation of beliefs and perspectives in
governmental and political administrations as well as managerial administrations can
ultimately affect the performance of the JCF. From the perspective of the research team, the
variances presented in the literature and findings resulted from the authors presenting a
generalized perspective on politics and its impact of police performance and motivation
while the participants presented specific cases on how they are impacted on a more personal
note.
The findings demonstrated that motivation and retention strategies in the Force will
take a multi-ministerial approach where the results of external stakeholders such as the
legislative system must be considered and commissioned. Management must be able to
adequately capture and represent the needs of the members and play an active role is
obtaining the solutions.
Implications
Wlodarczyk (2011) explained that the organisation with appropriate procedures that
supports and increases the work effectiveness of their employees tend to receive a good return on
that investment and achieve rapid, effective, and sustainable development. On the contrary, a
lack of appropriate procedures supporting and increasing the work effectiveness of internal
employees may result in employees being ineffective, apathetic and unable to achieve the desired
work performance. There is no question that if police officers perform their work effectively that
the society will benefit. With a demotivated Police Force where police personnel are not happy
with their existing conditions, compensation and policies, they are least likely to perform at their
best. “JCF is semi-military that uses rank structure and downward form of communication.
Clampitt and Downs (as cited by Bakar, Mohamad & Mustafa, 2007) suggests that superior–
subordinate communication includes openness to ideas and listening to problems. While it is
understood that downward communication facilitates delegation and maintains disciple, there are
other implications that the Force may have to contend with by employing this method of
communication. This could lead to a distortion of directives, limited inclusiveness of the rank
and file group resulting in slow feedback and a lowering of moral. This could further fuel
demotivation on the part of the members. This form of communication also has implications for
the effectiveness of the policies that are made and implemented in the Force.
The recruitment policy of the JCF outlines that applicants between the age of 18 and 30
are being targeted for employment. Sixty percent of the participants for the study, ranked
between the ages of 31 to 40 years. These groups are categorized as “Millennials”. There are
implications for the behavior of Millennials towards authority when they are not afforded the
opportunity to have open communication with management. This could have adverse effects on
their job performance.
Motivational strategies should be targeted and tailored to the needs of the employees. The
strategies employed have implications for the employees, the organisation and by extension, the
society. Poor working conditions reduce the organisation’s ability to attract and retain talented
employees while simultaneously limiting the productivity of the employees. If working
relationships are not improved, this will challenge the organisation’s ability to effectively and
efficiently respond to the needs of the citizens. It is also necessary for the recognition and
promotional strategies be effectively managed. If left in their current form, inequity will suppress
their drive and weaken the confidence of the employees in the system. This will negatively affect
their performance and willingness to remain in the organisation.
There are implications of internal culture or organisational culture on motivation within
the JCF. The organisation cannot underestimate the power of culture. There are aspects of the
operations of JCF that exude features of a strong culture while other aspects resemble that of a
weakening culture. Employees share underlying values and beliefs of the organisation, as well as
different aspects of these values and beliefs. Employees within specific ranks are strongly
connected to each other, creating more of a group feeling while there tends to be a disconnect
between management and lower staff. Management needs to ensure that negativity and
immorality are suppressed and the positive aspects of the culture are highlighted and
reverberated throughout the organisation. Negatives in such a culture, if not curbed could erode
organisational values and overpower structure, systems and even management.
The factors influenced by the external environment have grave implications on the
officer’s level of performance when carrying out their duties. The importance of the external
environment has been undermined thus the impact tends to be overlooked as a result. Cordner
(2016) placed emphasis on this notion that the significance of the external environment is
somewhat less noticeable and suggested that for a police organisation to perform at expected
levels, it is critical that managers pay keen attention to the external environment and balance the
elements therein. If these external factors are not properly monitored and geared towards
achieving the common good of the people and the police officers, the level of public trust and
confidence will continue to decline. This would increase their frustration level, demotivate them
thus leading to an increase in the attrition rate.
The economic implications from increased crime and violence will be harmful to the
country as investors and visitors will not want to come to Jamaica. In order for these systems to
be improved there will be financial implication for the government. Adequate budgetary
provisions are required to fund the strategies especially regarding those related to improving
working conditions, promotion, recognition, wage increases and social welfare programmes such
as the establishment of a daycare facility. However, if the necessary investments are made and
implemented long-term improvements are likely to occur in the morale and productivity of the
members, the responsiveness of the organisation and the development of the country.
Conclusion
The researchers had set out to identify and discuss key motivational factors that may be
essential to enhancing the performance of the rank and file police officers within the JCF
organisation and to suggest strategies that, if implemented, may also increase retention of staff.
The dominant motivational needs presented for the rank and file officers were promotion,
recognition and rewards, compensation and benefits and good working conditions. Whilst these
motivators exist within the JCF, employees expressed dissatisfactions with regards to how these
are disseminated and therefore underscored their deficits as key factors that contributed to the
high attrition rate.
The participants spoke of the stressful nature of the work and the high-risk environment
in which they operate as well as long working hours. The researchers are of the view that these
compensable factors should be adequately examined in order for the officers to be compensated
accordingly. Failure to address this situation will continue to promote demotivation which will
further affect the performance levels of officers and encourages their migration into other
territories in search of better salary, work condition and a better way of life in general.
Employee needs evolve as society progresses. In the context of the case study
organisation, the working condition especially regarding the aesthetics of the physical
environment as well as the working hours affects the productivity of the employees. Employees
advocate the importance of compensation to their effectiveness. The employees also expect to be
recognized for their individual and collective contributions and desire to be effectively managed
by a promotion system that is equitable and consistent in keeping with its supporting policy. The
employees were adamant that if provided with these social systems and programmes, it would
contribute towards high performance and retention.
The internal culture is a critical component to the success of the organisation and a
breakdown of such culture will contribute to the failure of the establishment. Whilst the
respondents highlighted positive traits within the organisation culture and also alluded to some
constraints that posed a detriment to the growth and development of the organisation. This is
predominantly associated with segregation among rank and file police and the age difference
between the seniors and juniors. This impact the way decisions are made regarding the
operations of the organisations as expressed by the interviewees.
The managerial policies within the JCF neither motivate nor demotivate, they simply
serve as a guide. Rank and file officers within the JCF perceive that the upward communication
required between superior and subordinates ought to be facilitated, instead of the rigid,
downward form of communication currently used. It is imperative that management develops
systems to capture the changing needs of employees and utilize those needs in forming and
shaping strategies to create an environment that is conducive to high performance and ultimately
encourage the retention of the employees.
A number of external factors in the environment both negatively and positively affect the
performance of the JCF organisation and officers. These include from police-citizen relationship,
politics, media and technology. The employees are concerned about the police-citizen
relationship and disheartened by the poor perceptions of the public and the hostility meted out to
them from the same persons they have sworn to serve and protect. Improvements in the
legislative systems will support their cause through the strengthening of the legal framework to
enhance their results. They are also hopeful of the possibilities of greater integration of
technology in the JCF organisation which will seek to optimize functions internally and
externally.
Security remains an essential aspect of society with far reaching impact on all other
sectors. While it is understood that operating the sector can prove to be costly, poor performance
and constant recruiting can erode the systems and economic gains of any entity. It is therefore
imperative that the government and managers ensure that the resources are adequately allocated
to ensure the successful operations and continuity of the Force. The researchers are in agreement
with Saliba (2006), that with the constant change within our environment and community; it is
essential for employers to focus on attracting and retaining staff to meet workplace demands.
The organisation must seek to balance these issues by developing systems to harness the
positives for its growth while simultaneously stemming the negatives.
Recommendations
The recommendations in this report are based on the study findings:
1. The JCF has made some provisions for recognition and reward however there are several
variances in its approach, a lot of which depends on the station managers. The
organisation could improve its recognition strategies by developing service wide
strategies and holding management accountable for implementing and maintaining them.
Managers can be held accountable by ensuring that the strategies are reflected in their
work plan and they are appraised for execution. The strategies will form the minimum
standards across the Division and allow for flexibility where station commanders, after
meeting the minimum standards, can improve or exceed where necessary.
2. Promotion strategy was established as a strong medium through which employees are
motivated and is seen as the official means of advancement through the Force. There is a
need for this strategy to be effectively managed in a transparent and consistent manner.
The promotion process requires greater collaboration from the human resource division
as such an input will create greater balance in conducting the functions. Provisions should
also be made for employees to be afforded a medium for redress where they feel they are
unfairly treated by the system.

3. The working environment requires improvement. Stations require infrastructural
upgrades to transform them into modern stations with the necessary ergonomic
equipment and amenities. The spaces should also appeal to the aesthetic needs of the staff
and the customers that utilize the services of the Force.
4. The long working hours causes burn out and has negative implications on the body and
minds of the officers. This takes away from family and social life which further
frustrates members. Management needs therefore to make the necessary provisions to
effectively implement the 40-hour workweek for police personnel and ensure that
adequate time off is provided for rest and restoration.
5. Strategizing through social programmes such as social functions, daycare service and
transportation will improve the welfare and benefit package of the Force. Social
gatherings can transcend the rigid borders of the hierarchal structure and create the
platform for socialization and improved working relationships. It is recommended that
the JCF organize additional social functions in a more inclusive manner. Daycare service
will reduce cost for police personnel associated with acquiring external services thereby
affording them more disposable income and a more stable state of mind while on duty.
Transportation by the department will provide a safe and convenient way for police
personnel to commute especially after conducting night duties.
6. The government should also forge partnership the Ministry of Health and make special
provisions for officers who are injured on duty. Based on the severity of their injuries
they should be transported (land, air) and accommodated at the medical facilities that
offer quality care relating to the specific need.

7. The government should also make special budgetary allowances to ensure that officers
are competitively compensated in accordance with industry rates of their counterparts
regionally and internationally. Adequate compensation is a strategy that can be used to
mitigate against bribery and corruption while simultaneously motivating and retaining
staff.
8. Policies and procedures should be developed using a more inclusive approach where the
views of the employees are captured prior and utilized in the approach. This will increase
the effectiveness of the policies as well as the compliance of the rank and file members
utilizing the policies. The necessary steps should also be taken to provide adequate
information and interpretation of updated policies.
9. Clear, uninterrupted and timely communication lies at the core of an efficient
organisation. If the JCF is unable to flatten its organisational structure to achieve this
feat, then it should appoint liaison personnel at all levels to ensure that communication is
properly disbursed and understood.
10. Technology can be leveraged to assist in crime fighting efforts; hence, the JCF should
seek to partner with international security forces to identify the technologies used for
crime fighting, especially in investigation and cybercrime and integrate these in the
organisation in order to add to the efficiency and effectiveness of its members.
11. Leadership has the ability to impact all aspects of the organisation and as such specific
attention must be placed in this area. In order to bridge gaps identified in this research,
this can be achieved through in-depth leadership training and refresher course for officers
who are promoted or potential leaders identified through a succession planning strategy.
12. A collaborative approach is also recommended between external stakeholders such as the
government through its legislative arm and the JCF. The commissioner of police should
engage in an on-going process where laws are brought to the attention of the legislators to
be updated in accordance with current needs and demands. In so doing, the laws can be
presented for review on a priority basis.
13. The commissioner of police should also initiate the process of having the penalties for
abusing police officers intensified. The media should also be utilized to educate the
public to ensure that police are identified as representatives of the State. Any abuse of
police officers, physically or otherwise should be understood as an abuse or attack on the
state for which there are serious implications. This will assist in balancing the perceptions
of people towards the police. When people are aware of the gravity of penalties they are
more like to refrain from gruesome acts.
14. Additionally, as the Force continues to purge itself from corrupt members, internal
control mechanisms should be developed to ensure that the information that leaves the
organisation to the public is managed. Breaches committed publicly by police personnel
can be corrected within the purview of the public; however, other incidences that are not
publicly known should be dealt with within the realms of the organisation.
Suggestions for Further Studies
In conducting the studies, the researchers obtained limited insight into the following
issues for which further studies would yield considerable benefits to the organisation:
1. The research revealed that the Police Department operates with both an administrative
branch manned mainly by police personnel as well as human resource division, manned
by civilians. The functions conducted by both formations are either shared or similar. The
employee expectations for the units vary; there is also blurred understanding of role and
functions of each office in certain functions especially those that are shared. The
researchers are therefore recommending that further studies be conducted on the
amalgamation of the functions of the administrative arm of the Police Department and the
human resource division. Where this is done and processes are streamlined, resources
will be conserved, duplication of efforts will be limited and greater clarity will be
afforded to employees seeking the functions of the offices.
2. The target age group for the JCF falls within 18 to 30 years, which is characterized as the
millennial generation. There is a need for managers to obtain greater understanding of
this group in order to maximize their performance. Based on this premise, it is
recommended that further study be conducted on how the hierarchal structure of the JCF
impacts the behaviour of millennial towards authority. This is necessary for organisations
to identify the commonalities between the generational groups and the organisation in
order to create an environment of prosperity, growth and continuity.

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Appendix A
Police Divisional breakdown of murders

January 01, 2017 - July 15, 2017 and
Comparison for 2016
Figure 1. Police Divisional breakdown of murders (JCF
Statistics and Information Management Unit, 2017).

Appendix B
Permission Letter - Formal request letter which was addressed to the Commissioner of
Police
Appendix C
Permission Letter - Approval from the JCF through the Senior Director Human Resource
Management and Development
Appendix D
Informed Consent Form
Project Title: Key Motivators to Boost Performance and Increase Retention Among
Rank and File Officers: A Case Study Survey
Researchers: Nadine Dennis-Burke (Data Collection Personnel)

Keisha Lewis (Assistant Data Collection Personnel)
Nicola Myers
Tracy-Ann Smith
Kevin Watson
Commonwealth Executive MBA Programme
The University of the Commonwealth Caribbean
Telephone #:
Email:
The information provided on this form and the accompanying cover letter is presented to you in
order to fulfill legal and ethical requirements for research studies at The University of the
Commonwealth Caribbean (UCC).
The purpose of this form is to allow you to participate in the study, and to allow the researchers
to use the information obtained from the actual study, in order to analyze the outcomes of the
study.
The aim of this study is to investigate what causes rank and file officers to be demotivated. The
desired benefits are to identify the factors that impact the motivational needs of the police
personnel and recommend strategies for effective performance and greater retention in the JCF.
The data for the research study will be collected during the months of June and July 2018.
Please note the following:

1. Participation in the interview is entirely voluntary. If you are desirous of withdrawing
from the interview, this decision will be accommodated.
2. There is no risk involved in participating in this interview. The perspectives received
from respondents by way of digital audio recording or transcript will be kept in a secure
location and not used to jeopardize their reputation.
3. Responses will be held in strict confidentiality and pseudonyms will be used to ensure the
protection of the anonymity of participants.
4. If respondents have any queries in regards to the research conducted, please contact
Nadine Burke- Dennis or Keisha Lewis, either by phone or via email. Respondents may
also contact the College of Graduate Studies, 17 Worthington Avenue, at 876-665-4006,
with queries relating to the rights of the participant.
5. Your signature on this consent form indicates that you have been informed of the criteria
and ethical responsibilities that govern this study.
_________________________________ ______________________
Signature of Researcher
Date
***************************************************************
I agree to participate in the interview.
________________________________ _______________________
Signature of Data Collection Personnel Date
Appendix E
RESEARCH METHODS FOR MANAGEMENT DECISION MAKING

WORK SCHEDULE GANTT CHART
TASK NAME TIMELINE

Sep- Oct- Jan-
17 17 Nov-17 Dec-17 18 Feb-18 Mar-18
Select Research Topic
Formulate Research
Questions
Collect Data from Books

and Journals
Write Introduction to
Research
Review Literature
Formulate Research Design

and Methodology
Submit Research Proposal

(Paper & PowerPoint)
Apply for Ethics Approval
Produce Copies of the

Instrument
Data Collection
Data Analysis and
Interpretation
Discussion of Findings
Conclusion and
Recommendation
Write and Edit Drafts of
Research
Dissertation Due
Appendix F
Research Budget (Quoted in Jamaican Dollars)

MONTHS
Description Sept Oct. Nov. Dec. Jan. Feb. Total
Training costs $4,000 $4,000 $8,000
Transportation $2,500 $2,500 $3,000 $5,000 $5,000 $5,000 $23, 000
Instrument Design - $1,500 - - - - $1, 500
Printing ink $3,000 - - $3,000 - - $6, 000
Photocopying $1,500 - $1,000 - $2,500 $3,500 $8, 500
Data collection - - - $2,000 - $1,500 $3, 500
Data Analysis - - - $1,000 $1,000 $1,500 $3, 500
Binding - - - - - $3,500 $3, 500
Other Budget Costs $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $6, 000
Total $12,000 $9,000 $5,000 $12,000 $9, 500 $16,000 $64, 000
Appendix G
Table 1: Interview Schedule
Participant’s Interview Team Date of Interview Comment

Code
P-P Nadine, Keisha June 15, 2018 Interview went well
P-1 Nadine, Keisha June 19, 2018 Interview went well
P-2 Tracy, Keisha June 21, 2018 Interview went well
P-3 Tracy, Keisha June 26, 2018 Interview went well
P-4 Nadine, Keisha June 23, 2018 Interview went well
P-5 Tracy, Keisha June 29,2018 Interview went well
P-6 Tracy, Keisha July 4, 2018 Interview went well
Appendix H
Questionnaire Cover Letter
16 East Street
The University of the Commonwealth Caribbean
Montego Bay
St. James
June 4, 2018
Freeport Police Station

Alice Eldemire Drive
Montego Bay
Dear Sir/ Madam:
Re: Participation in Semi-Structured Interview for a Research
I am Nadine Dennis-Burke, graduate student in the Commonwealth Executive Masters in

Business Administration, currently completing a Master’s Applied Research Project. The
purpose of this study is to identify the key motivators that will boost performance and increase
retention among rank and file officers in St. James.
I am requesting your participation in a 45- 60 minutes personal interview at a time and venue
convenient to both, where responses will be either recorded using digital audio recording or
written. Your participation is voluntary and you are free to withdraw from the interview or
refuse to answer questions posed.
To confirm your participation, please sign the attached consent form and return to Nadine
Dennis-Burke or any other member of the research team.
For further information that may be required in regards to participating in the research, please
call me at 1-876- 543-0859 or my thesis supervisor, Dr. Dorothy Pringle at 1- 876-538-2305.
Thanks in advance.
Yours sincerely,
……………………………………………..
Nadine Dennis-Burke
Appendix I
SEMI- STRUCTURED INTERVIEW INSTRUMENT

Participant………………….
Research Topic
A study to identify key motivators that will encourage high performance and increase
retention among rank & file Police officers in St James
Introduction
The purpose of this qualitative study is to identify key motivators that will boost high
performance and increase retention among rank and file Police officers at a selected police
station in St James. Respondents will assist in identifying ‘key motivators that will Boost High
Performance and Increase Retention among Rank and File Police Officers at a selected Police
Station in St. James’. Responses will be held in strict confidentiality; however, if at any time
respondents feel the need to withdraw, the withdrawal will be accommodated. The participation
is entirely voluntary. Thank you for your cooperation.
Note for Respondents:
Participate in this study will be ask to provide their perspectives by way of digital audio-
recorded, 45-60 minute personal interviews and also review transcriptions to determine accuracy.
A convenient interview will be scheduled. In order to provide anonymity, I will use pseudonyms
for the selected participants as well as, taped interviews and journal recordings will be will be
kept strictly confidential.
Confidentiality:
The transcript and digital-audio recording of this study will be kept private. Only the four
(4) other members of the research team and my thesis supervisor, Dr. Dorothy Pringle, will have
access to the data. Pseudonyms will be used throughout this study to ensure the protection of the
anonymity of participants. Confidential information will not be shared with anyone outside of
the thesis committee.
Contacts and Questions
My name is Nadine Burk-Dennis. If you have any questions, you may contact me at 1-
876-543-0859. You may also contact my thesis supervisor, Dr. Dorothy Pringle at 1-876-538-
2305. You may also contact the University of the Commonwealth Caribbean (UCC) at 1-876-
906-3000 with any questions or concerns.
Interview Questions
1. Demographic information
a) Please indicate your age range

[20-30]; [31-40]; [41-50]; [51-60]
b) Please indicate your marital status

[Single]; [Married]; [Widow/Widower]; [Common Law]
c) What is your highest level of education?

__________________________________________________
d) What is your length of service?
__________________________________________________
e) What is your rank?
__________________________________________________
2. Motivational Needs of the Rank and File Police Officers
a) What motivates you in your job?

________________________________________________________________________
________________________________________________________________________
b) Are there aspects of your job that demotivate you? Explain your response
________________________________________________________________________
________________________________________________________________________
c) What inspires you to succeed every day?

________________________________________________________________________
________________________________________________________________________
d) What encourages you to remain with the organisation?
________________________________________________________________________
________________________________________________________________________
e) What do you like least about your job?

________________________________________________________________________
________________________________________________________________________
3. Managerial Policies Aligned to Motivational Needs of Officers
i. Give your views on the extent to which the current JCF policies motivate you?
________________________________________________________________________
________________________________________________________________________
ii. What JCF policies do you think could be more effective? Explain
________________________________________________________________________
________________________________________________________________________
iii. How do the policies with in the JCF affect your motivational needs?
________________________________________________________________________
________________________________________________________________________
iv. Are there any recent changes in the company’s policies that affect your
motivation? If so, explain
________________________________________________________________________
________________________________________________________________________
v. To what extent does management engage you in policy formulation?
________________________________________________________________________
________________________________________________________________________
4. Motivational Strategies to Support Performance and Retention
i. How does the current motivation strategy of the JCF impact your performance?
_____________________________________________________________________
_____________________________________________________________________
ii. Based on your experiences in the organisation, what motivational strategies you
think could be implemented to enhance police performance?
_____________________________________________________________________
_____________________________________________________________________
iii. Do you share the view that there is a high attrition rate within the JCF?
__________________________________________________________________
iv. If your answer is yes, what factors within the JCF do you believe contribute to the
high attrition rate?
__________________________________________________________________
__________________________________________________________________
v. Please rank the following factors in order of how each would motivate you to
perform and remain with the organisation. Use one for the highest and six for the
lowest
__________ Compensation and Benefits Package

__________ Recognition
__________ Promotion
__________ Effective Leadership
__________ Good Working Relationships
__________ Working Conditions
vi. What social programmes if implemented would encourage you to perform?
_____________________________________________________________________
_____________________________________________________________________
vii. What things can your manager do differently to help you do your best work?
_____________________________________________________________________
_____________________________________________________________________
viii. What are the opportunities for advancement in the job?
_____________________________________________________________________
_____________________________________________________________________
5. Internal Culture of the JCF Enhancing Officers’ Motivation
i. What do you like most about the culture of the JCF? Why
_____________________________________________________________________
_____________________________________________________________________
If you could change one thing about the culture of the JCF, what would it be? Why
_____________________________________________________________________
_____________________________________________________________________
ii. What do you value most about working with the JCF?
_____________________________________________________________________
_____________________________________________________________________
iii. How does the structure of the organisation encourage you to perform?
_____________________________________________________________________
_____________________________________________________________________
iv. How does the culture of the organisation affect your relationship with your
colleagues?
_____________________________________________________________________
____________________________________________________________________
6. External Factors Influencing the Performance of selected Police Officers
i. What are the factors in the external environment that affect your performance as a
police officer?
______________________________________________________________________
______________________________________________________________________
ii. What are your views on the effectiveness of technology in delivering police service?
______________________________________________________________________
______________________________________________________________________
What are your views on the adequacy of technology being utilized by JCF?
______________________________________________________________________
______________________________________________________________________
iii. How does the culture of citizen-police relationship affect your performance?
______________________________________________________________________
______________________________________________________________________
iv. To what extent do you think the media play a role in the overall performance of the
JCF?
____________________________________________________________________
___________________________________________________________________
v. What things do you think the media could do to enhance your job? Explain
______________________________________________________________________
______________________________________________________________________
vi. In what ways does the political environment affect your performance as a police
officer?
______________________________________________________________________
______________________________________________________________________
END OF INTERVIEW
Thank you
Appendix J
Observation Protocol
Observational Field notes - _______________________________________________________

Setting: _______________________________________________________________________
Observer: _____________________________________________________________________
Role of Observer: ______________________________________________________________
Time and Date: ________________________________________________________________
Duration of Observation: _________________________________________________________
Describe briefly what you observed:

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
What was the major intended purpose of the observation?

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
What instructional resources were used? (eg. audio, print materials, etc)
______________________________________________________________________________
______________________________________________________________________________
Indicate the activities of the participant

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Provide any other information considered necessary

______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

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Running head: EMPLOYEE MOTIVATION, PERFORMANCE AND RETENTION

rank and file Police officers in St James

Nadine Burke-Dennis- 20051556

Keisha Lewis- 20041439

Nicola Myers- 20113063

Kevin V. Watson- 20031046

Tracy-Ann Smith-Williams- 20161350

Presented in partial fulfillment of the requirements for the

Commonwealth Executive Masters in Business Administration

Faculty of Business Administration

University of the Commonwealth Caribbean (UCC)

August 31, 2019

researchers found that promotion is of paramount importance to the motivation of the

officers, thereby enhancing their on-the-job performance and increase retention.

Keywords: Employee Motivation, Performance, Retention, Police Officers

or any other course”.

Nadine Burke-Dennis ______________________

Keisha Lewis ____________________________

Nicola Myers ____________________________

Declaration of Originality …………………………………………………………………....4

Table of Content ……………………………………………………………………………..5

The Jamaica Constabulary Force (JCF) ………………………………………………….12

The Organisational Structure of the JCF……………………………………………….…13

Case Study Police Station ……………………………………………………………..…14

St. James, a Parish in Crisis………………………………………………………………15

Statement of the Problem …………………………………………………….………….16

Theoretical Framework ………………………………………………………………….17

Purpose of the Study …………………………………………………………………….18

Research Questions ………………………………………………………………….…..18

Significance of the Study ………………………………………………………………..19

Delimitations of the Study ….…………………………..………………………………..21

Limitations of the Study ………………………………………………………………....21

Definition of Terms ……………………………………………………………………...21

Organisation of the Paper…….………………………………………………………......22

Chapter 2- Literature Review ……………………………………………………………....23

Motivational Needs of Employees ……………………………………………………...25

Managerial Policies and Motivational Needs …………………………………………..29

Managerial Policies and Law Enforcement Agencies ……..………………………30

Relevance for Formulating Policies………………………………………………...30

Policy Formulation Process ………………………………………………………..31

Policies that are Aligned to Motivational Needs of Officers ……………………....32

Motivational Strategies and Employee Perception ……………………………………..33

Organisational Culture and Motivation …………………………………………………38

Police Organisational Culture …………………………………………………………..39

Culture of the Jamaica Constabulary Force (JCF) ……………………………………...40

External Environment and Police Performance ………………………………………...42

Measuring Police Performance …………………………………………………………43

Citizens and Police Performance ……………………………………………………….44

Politics and Police Performance ………………………………………………………..45

Technology and Police Performance ………………………………………………..….46

Summary of Literature ………………………………………………………………….48

Chapter 3- Methodology ………………………………………………………………….52

Research Design . ………………………………………………………………………52

Data Collection Methods ……………………………………………………………….54

Managerial policies of the JCF aligned to supporting motivational needs……..…107

Perceived motivational strategies to enhance output and encourage retention …...111

The internal culture and officers’ level of motivation……………………..……...113

External environment effects on police officer performance ……………..……...116

Implications of Findings ……………………………………………………………...121

Suggestions for Further Studies……..………………………..……………..………...130

Appendix A - Police Divisional Breakdown of Murders ……..….…..……………….…144

Appendix B – Permission Letter

writing of this paper.