BENSON TEOH MUH SHEAN

Are The Royal Malaysian Police (RMP) Really Motivated?

An Investigation of RMP’s Motivation Level Based on Hertzbeg’s
Two-Factor Theory

BENSON TEOH MUH SHEAN

SCPG1800056

MASTER OF BUSINESS ADMINISTRATION

UNIVERSITY OF SUNDERLAND
2020 (MBA)

JANUARY, 2020

i
 Are The Royal Malaysian Police (RMP) Really Motivated?

An Investigation of RMP’s Motivation Level Based on Hertzbeg’s Two-Factor Theory

BY

BENSON TEOH MUH SHEAN

SCPG1800056

Module Code: PGBM73 DISSERTATION

Local Supervisor: DR. LUM LI SEAN

Word Count: 27,716 words

DISSERTATION SUBMITTED IN FULFILLMENT OF THE REQUIREMENTS FOR

THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION

JANUARY, 2020

ii
 Acknowledgements

Firstly, I cannot express enough thanks to the relevant parties who have guided and helped me

throughout the durations of time until the completion of this research.

I would like to express my sincere gratitude to my supervisor, Dr Lum Li Sean for providing me

her invaluable guidance, comments and suggestion from the very beginning until the completion

of this research. She had constantly monitoring me to work harder to complete this research

problem throughout the development of this research. Her wise guidance and advices had

facilitated and assisted me. Without her guidance, I may not able to complete my research report

in the time given and in the right direction

Then again, I would like to acknowledge the help of the Segi College Penang and University of

Sunderland for giving me the opportunity to conduct this research. By conducting this research, I

Had learnt and developed my skill and knowledge. This knowledge will be put into good use that

will help improve the performance of the police officer and incense the security and safety of the

country

Other than that, I would express a deep sense of gratitude to all the respondents for supporting me

in answering my survey. Thank you for all the cooperation that you all have given me. Besides

that, I want to thank to my family and friends who have given their support and encouragement

throughout my study.

I also would like to thanks my officer in charge of police district (OCPD) for providing me the

opportunity and approval for me to further my studies and time for me to complete my research.

My department Head and my sergeants for providing the vision, inspiration and thoughts about

the policing field which inspired me to research on the topic.

iv
 Dedication
To my wife Vivian Teh Guat Lian,

My parents, who support me financially,

All my family members,

Thanks for guiding me in the passage of life.

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 TABLE OF CONTENTS

CHAPTER 1: INTRODUCTION Page

1.0 Introduction 1
1.1 Background of the Study 1
1.2 Problem Statement 5
1.3 Research Question 11
1.4 Research Objectives 11
1.5 Significance of Study 12
1.6 Limitation 14
1.7 Organization of Study 15
1.8 Summary 16

CHAPTER 2: REVIEW OF THE LITERATURE

2.0 Introduction 17
2.1 Theories of motivation 17
2.2 Motivation in the Public Sector 20
2.3 Work Motivation 22
2.4 Underpinning theory: The Motivation-Hygiene Theory 23
2.4.1 Motivators Factor 27
2.4.1.1 Work Itself 27
2.4.1.2 Growth 29
2.4.1.3 Promotion 31
2.4.1.4 Rewards 32
2.4.2 Hygiene Factor 35
2.4.2.1 Job Security 35
2.4.2.2 Salary 38
2.4.2.3 Working Environment 40
2.4.2.4 Manager Relationship 43
2.5 Hypothesis & Conceptual Framework 45
2.5.1 Development of Hypothesis 45
2.5.2 Theoretical Framework 46
2.6 Summary 48
2.7 Conclusion 49

CHAPTER 3 RESEARCH METHODOLOGY

3.0 Introduction 50
3.1 Research Purpose: Explanatory (Casual Research) 51
3.2 Research Philosophy 51
3.3 Research Strategy: Quantitative Survey 53
3.4 Research Design 53
3.4.1 Techniques of Data Analysis and Tabulation 54
3.4.2 Time Horizon 55
3.4.3 Data Collection 55
3.4.4 Primary Data 56
3.4.5 Secondary Data 56

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 3.4.3 Sampling Design 57
3.4.3.1 Target Population 57
3.4.3.2 Sample Size 57
3.4.4 Target Location 58
3.4.5 Sampling Technique and Sampling Frame 58
3.4.6 Questionnaire Design 59
3.5 Operationalization of Variables 61
3.5.1 Motivating Factors (Intrinsic) 61
3.5.1.1 Work Itself (WI) 61
3.5.1.2 Growth (GF) 62
3.5.1.3 Promotion (HF) 62
3.5.1.4 Reward (RF) 62
3.5.2 Hygiene Factors (Extrinsic) 62
3.5.2.1 Job security (JS) 63
3.5.2.2 Salary (SF) 63
3.5.2.3 Work Environment (WE) 63
3.5.2.4 Management Relationship (MR) 63
3.5.3 Job Motivation (JM) 64
3.5.4 Demographic Information (DI) 64
3.6 Constructs Measurement 65
3.6.1 Origins of Constructs 65
3.6.2 Dependent Variable 65
3.7 Pilot Test 71
3.8 Data Preparation and Processing 72
3.9 Data Analysis 73
3.9.1 Reliability Testing 74
3.9.2 Frequency analysis 75
3.9.3 Descriptive Statistics 75
3.9.4 Inferential Statistics 75
3.10 KMO and Bartlett 76
3.11 Ethical Issues in Data Collection 77
3.12 Limitation of Research Methodology 77
3.13 Conclusion 78

CHAPTER 4: RESULT ANALYSIS

4.0 Introduction 79
4.1 Descriptive Analysis 79
4.1.1 Years of Employment Analysis 81
4.1.2 Rank Category Analysis 82
4.2 Reliability Analysis 83
4.3 KMO and Bartlett’s Test 85
4.4 Normality Test 86
4.5 Pearson Correlation 87
4.6 Research Outcome 88
4.5 Conclusion 89

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 CHAPTER 5 DISCUSSION, CONCLUSION, AND
RECOMMENDATION
5.0 Introduction 90
5.1 Discussion of Hypotheses results 90
5.1.1 Work Itself Towards Police Job Motivation 90
5.1.2 Growth Towards Police Job Motivation 91
5.1.3 Promotion Towards Police Job Motivation 92
5.1.4 Reward Towards Police Job Motivation 93
5.1.5 Job Security Towards Police Job Motivation 94
5.1.6 Salary Towards Police Job Motivation 94
5.1.7 Working Environment Towards Police Job Motivation 95
5.1.8 Managerial Relationship Towards Police Job Motivation 96
5.2 Implications of Study 97
5.2.1 Managerial Implication 97
5.2.2 Theoretical Implication 98
5.3 Limitations of the study 100
5.4 Recommendations 100
5.5 Suggestion For Future Research 105
5.6 Conclusion 107
5.7 Personal development 108
5.7.1 Project Management Skill 108
5.7.2 Time Management Skill 109
5.7.3 Lessons from the Motivation-Hygiene Theory / Motivation 109

6.0 APPENDICES
6.1 Appendix A – Project Proposal 110
6.2 Appendix B – Questionnaire 129
6.3 Appendix C – SPSS Analysis Result 141

7.0 REFERENCES 149

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 LIST OF TABLES
Table Page
1 10 Main Grouses of Public Employee’s Performance Based on 6
Complains Received by PCB From the Year 2008 – 2016
2 Source of Questions 66
3 Physical Survey Count 72
4 Interpretation of Scale by Cronbach’s Alpha 74
5 The Guildford’s Rule of Thumb 76
6 KMO and Barlett’s Test 77
7 Demographic of the Respondents 79
8 Years of Employment of Respondents 81
9 Rank Category of Respondents 82
10 Reliability Test Results for All Variable 84
11 KMO and Bartlett’s Test Results 85
12 Skewness and Kurtosis Values 86
13 Pearson Correlation Results 87
14 Summary of the Research Outcome 88

LIST OF FIGURES

Figure Page
1 Herzberg Two Factor Theory 23
2 Conceptual Framework 47

LIST OF APPENDICES

Appendix Page
A Project Proposal 110
B Questionnaire 128
C SPSS Analysis Results

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 LIST OF ABBREVIATION

Meaning Abbrev
1. Assistants Commisioner of Police ACP
2. Outstanding Servide Award APC
3. Assistant Superintendent of Police ASP
4. Demographic Information DI
5. Deputy Superintendent of Police DSP
6. Growth GF
7. Promotion HF
8. Human Resource HR
9. Communication Technology ICT
10. Inspector INSP
11. Job motivation JM
12. Job Security JS
13. Kaiser-Meyer-Olkin KMO
14. Constable KON
15. Corporal KPL
16. Lance Corporal L/KPL
17. Management Relationship MR
18. Officer In charge of Police District OCPD
19. Malaysia Public Complaints Bureau PCB
20. Reward RF
21. Royal Malaysia Police RMP
22. Salary SF
23. Society of Human Resource Management SHRM
24. Sub-Inspector SI
Sergeant SJN
Sergeant Major SM
Statistical Package for Social Sciences 25 SPSS-25
Superintendent of Police SUPT
Work Environment WE
Work Itself WI

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 ABSTRACT

The Royal Malaysian Police (RMP) are one of the important pillars of national security to ensure

national security. It is important to strengthen and ensure the motivation of every police officer so

that they are always eager to carry out their duties in preserving safety and security of businesses

and society. Police officers responsibilities are very heavy.

Therefor the aim of this study is to identify the influence of influence of Intrinsic and Extrinsic

Factors Towards Public Servant Motivation; A Case of the Royal Malaysian Police Force in

Malaysia. Eight variables were used in this research to identify the factors that influence public

servant motivation; work itself, growth, promotion, reward, job security, salary, working

environment, and managerial relationship.

One hundred and seventy two are the targeted responded in this research. It is found that there are

five significance variable that influence the job motivation which are work itself, growth,

promotion, salary, and managerial relationship. Whereas the research findings also identified that

there are no significance influence the job motivation which are reward, job security and working

environment.

The findings from this research was gathered which provided some views and feedback to the job

responsibility of the police officers and the challenge that they face in the future. Information

gathered from this organization can help improve how the human resource department can improve

the job motivation of the police officers. Strategies can be developed and be formulated to increase

the motivation of the police officers.

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 Chapter 1: INTRODUCTION

1.0 Introduction

This chapter describes the working environment of the Royal Malaysian Police (RMP) and the

impact of intrinsic and extrinsic motivation of police officers to achieve future plans for the

Ministry of Home Affairs. This chapter also described the problem statement of the study, the

research questions research objectives, the organization of each chapter and the significance of

this study.

1.1 Background of the Study

The Royal Malaysian Police (RMP) are one of the important pillars of national security to

ensure national security. The Malaysian police are not only committed to ensuring the security

and peace of a country, but are also committed to reducing the country’s crime rate. As police

officers, they are constantly motivated to increase the inner strength and mental energy that

may affect work outcomes. Police officers similar to any employees in the corporate world

need to have strong mental energy and inner strength as these are elements that will affect their

work behavior.

It is important to strengthen and ensure the motivation of every police officer so that they are

always eager to carry out their duties in preserving safety and security of businesses and

society. This is because the police responsibilities are very heavy, they have to solve crime-

related problems and more, so that they are at risk, and their work is one of the most challenging

professions. Their profession is considered as one of the world’s most challenging professions

(Vagine, 2016, Hunnur and Sudarshan 2014).

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There are many factors that affect the motivation of the police officers. In the absence of proper

and sustained motivation in the police force will result in an increase in the number of tasks

that have not completed outstanding results (Dobre, 2013). Work done by dedicated police

officers requires motivation to rule out each task, which is a challenge in the police industry.

The low morale impact of the police officer appears to affect the public they serve (Magny,

2012). The police business must maintain and increase its performance to meet the expectations

of the government and society.

At the same time, Muogbo (2013) believes that when followers perform well, leaders must

constantly give praise and positive feedback. In other words, employees who get positive

feedback from their employers have a higher job impulsiveness. Providing motivation towards

the employees from the organisation are the steps can be taken to improve work performance

(Caliskan, 2010; Appiah et al., 2013 and Nadeem et al., 2014).

When given the right motivation, employees can not only improve performance, but also help

the department retain the best employees to help the organization achieve higher goals (Dobre,

2013). Finding the right people and retaining them was one of the challenges faced by the

organizations in the current environment, because there are often many problems between

employers and employees, and these problems always cause problems in the workplace (Gohari

et al., 2013).

As an organization that maintains the rule of law, RMP has a wide range of duties, it is

responsible for ensuring that rules and regulations governed by the rule of law are enforced,

and that the other is an obligation to the country (Ali & Ahmed, 2009). In maintaining law and

order, it is important to maintain police morale because morale is closely related to motivation.

Morale were high, they will give themselves courage, energy, determination and bold offensive

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spirit. Only with these qualities can those police and leaders be fully developed and ready to

face any challenges and conditions (Mahazril et al., 2012).

Now every organization relies on the efforts of its employees to get good results, so researchers

must understand what factors can motivate employees (such as the police), and organizations

can plan to provide the appropriate reward system for better results (Eshun and Duah, 2011).

In order to achieve better results, the right combination of non-material and material rewards

can enhance employees' motivation and enhance their commitment to the organization (Ali &

Ahmed, 2009).

Mental and physical training are required in policing career, this is to prepare them to serve the

country. This is to make them ready to serve the country. There are high expectations of

monitoring human performance based on physical and mental capabilities, and the training

provided was usually sufficient. There are high expectations of monitoring human performance

based on physical and mental capabilities, and the training provided was usually sufficient

(Déverge, 2016). The police also encounter conflicts, mental health, occupational stress and

attempts to maintain motivation levels when performing their duties. Police officers need more

external motivation, which always allows them to maintain their personality and ability to work

(Rahim & Daud, 2013). As turnover costs are substantial, the cost of high-performing police

officers leaving the organization were significant and the cost of training and recruitment, brain

drain (Khan, 2016; Zardari, 2014) and the loss of potential and current leadership of the

organisation (Nyberg, 2010). Inefficiencies and shortsightedness of the government had cause

failures of the public policy (Hussain, 2014).

Previous study done by Dubey (2012) showed that the success of the institution that relies on

human capital was due to the committed and motivated employees. Work motivation and

commitment towards the organisation are positively correlated. As where high levels of work

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motivation are determined by positive experiences at work and drive self-esteem for work-

related achievement (Vujcic et. al., 2016).

According to research by Hafiza et al. (2011), employee rewards are identified as major

contributors to employee motivation in the organization. On the other hand, leadership style

also has an impact on workers' motivations (Bodla & Nawaz, 2010). In the police force, if the

leader wants to improve his or her ability or outcome, the leader needs to pay attention to the

motivation of the employees. This was because, without good followers, leaders can't achieve

good results in the team (Bodla & Nawaz, 2010).

Intrinsic rewards such as autonomy and responsibility are being recognized that it helps

individuals being motivated, why aren't more leaders rewarding to the deserved employee?

Motivating police officers by the supervisors with the following steps are being identified, and

it was not being practiced. Government leaders and police supervisors know what the factors

are affecting the police officers to hold onto their jobs in difficult economic situations which

would be positive. Recruitment and retention will not suffer and most important public safety

will not be in jeopardy with less officers on the ground.

As there were a lack of study regarding factors affecting police motivation in the context of the

Royal Malaysian Police (RMP) police officers motivation in Malaysia context based on

Hertzbeg’s Two-Factor Theory. In addition, the researcher wanted to investigate whether these

variables such as work itself, growth, advancement, recognition, job security, salary, working

environment and managerial relationships in affecting the motivation of the police officers in

Malaysia.

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1.2 Problem Statement

One of the most difficult aspects of management in most organizations today is how to make

their workers efficient (Gana & Bababe, 2011). Workforce efficiency has led most industries

to adopt strategies to motivate their workforce. Motivation at work is very important to

employees because it will help increase opportunities to achieve goals in the organization. As

this topic is vital to study as the police business are changing dramatically, and these changes

may risk public lives (Magny, 2012).

Motivation at work was very important to the employees as it was because it will help increase

opportunities in the organization to achieve goals and objectives. Employers should give

people appropriate motivations that can be hypothetical and can be a key factor in maximizing

worker productivity (Kalburgi & Dinesh, 2010). As a police officer there are many functions

which include danger, harm and death which are stressful. Despite all their role, limitations and

deficiencies with manpower, facilities, training, and working around the clock would cause

lack of motivation and pressure towards them mentioned by Sudarshan et al. (2014). As this is

a tough job for the police to do with the lack of resources and other limitations. With the

consistent increase of the population comes with the increase of workload and this would

reduce the motivation of the police officers and a threat to the well-being of the officers.

The police officers have increased and doubled their work efforts on reducing crime but in

which workloads increases. With increased work hours and roles, a number of police officers

opted for early retirement which would be a big concern towards the RMP over a period of

time. Based on the data given by the IPD Bandar Baharu, 20 police officers opted for early

retirement in 2018 instead of 15 police officers in 2017. A total of 25% increase from the year

2017 (Source: Cawangan Penjawatan IPD Bandar Baharu, 2018). A number of factors where

5
additional job workload and responsibilities are the cause for early retirement for police

officers.

There are an approximation of 6000 to 7000 complaints made towards the public sector

according to the Malaysian Public Complaints Bureau (PCB) due to the dissatisfaction and

discomfort with the inefficiencies and poor performance of the public sector which consists of

the police officers in the RMP. Unsatisfactory and delay in service, lack of resources or

services, lack of manpower, unfair decision or action, bias or inadequate rules and procedures,

and unable to enforce law and regulations are amongst the complaints received by the PCB

(refer to Table 1).

No Category

1. Delays in action or no action / Action does not meet customers‘ requirements.

2. Failure of enforcement.

3. Failure to comply with the procedure.

4. Unsatisfactory quality service including counter and telephone.

5. Unfair action.

6. Lack of public utilities or services.

7. Misuse of power/ Corruption

8. Misconduct of public servants

9. Failure to enforce regulations and laws

10. Various Complaints

Table 1: 10 Main Grouses of Public Employee’s Performance Based on Complaints Received

by PCB From the Year 2008-2016.

Source: Public Complaints Bureau, 2008-2016; www.pcb.gov.my

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One of the biggest problems reported by PCB faced by the public are the lack and delays of the

action taken by the public services in 2011 and 2013 (The Star Online, 2012; Romli & Ismail,

2014). Lack of transparency, service delays, lack of services and unreliable practices that hinder

government effectiveness are some of the complaints from the public (Osman et al., 2014), and

poor service seems to be a major issues (Siddiquee, 2010)

Despite the various efforts to improve the motivation of the RMP placed by the government,

there were still dissatisfaction towards services provided by RMP. This shows how government

employees treat the public which cannot be tolerated as the public need to wait for a long period

of time to be served. The public should be treated without prejudice. The government needs to

take the necessary steps to improve the public system especially the policing system police

performance with a better accountability, higher integrity and transparency (Azmar et. al.,

2015). Factors that influence the performance of the government sector have been studied

previously. Basic salary, training, job security, and others are the factors that are lacking in the

government servant sector (Ahmed & Mohamud, 2015).

The police department has become a beacon of justice by maintaining law and order and

maintaining peace, but certain unprofessional acts, such as corruption, bribery, intolerance,

insults and many other acts, often stigmatize the reputation of the police department and

therefore require rigorous assessment training practices at the RMP. In recent years, incidents

of police brutality, corruption, neglect and many other malpractices, especially the police

department has been severely criticized (Lee, 2015). It would have negative effects towards the

country as it is harmful to the economic development and business environment (Lee, 2015).

Most police officers are required to perform their duties in a limited space and at old police

stations that does not meet the minimum requirement and requires an upgrade. The police bit

station in the police district of Bandar Baharu, Kedah had not been upgraded since 1970.

7
Communication Technology (ICT) facilities are not present in that facility, police officer

stations there are unable to carry out their duties efficiently and effectively (Zolkepli, Loh and

Camoens, 2019).

Overcrowding and lack of manpower are also another issue in that police bit station (Nordin,

2018). As for some police officers are required to work in the public holiday and some were

denied for their personal leave. This condition affects their job motivation which may

eventually lead to increased stress level and early retirement. In which the lack of police

officers on duty would cause the increase crime rate would significantly affect the country as

a stable country that would frighten potential foreign investment towards the country.

Therefore negative economic implications would affect the country. The government also

retained interest for budgetary reasons. Faced with the need to raise the level of education and

strict restrictions on the increase in public spending, some governments have tried to use the

pay system more actively as a means to achieve these goals.

Dangers towards the health and safety of the police officer who are the first responders face a

higher risk. As where the loss of life is poetical towards the police officer where the motivation

can reduce their fear of death (Orden et al.,2010).Although many studies have tested the various

reasons people choose or maintain a police career, there is little empirical assessment of the

impact of personal background characteristics on these different motivations. Despite the initial

professional motivation, it may not necessarily determine an individual's future performance,

it demonstrates an individual's understanding of the profession and may influence the nature of

the individual's future organizational involvement.

To understand the factors that can influence the motivation for employees to work, we chose

the Royal Malaysian Police (RMP) to clearly identify the factors that can motivate employees

to work. The purpose of choosing RMP as a theme is to understand their motivations and how

8
their leaders are motivated at work. Through this research, leaders can also use the findings as

a reference to help increase the enthusiasm and motivation of Malaysian police officers.

To further understand the motivational level of the police district of Bandar Baharu Kedah, the

researchers chose to survey the total winners of the Outstanding Service Award (APC) awarded

to the best employees each year. These excellent employees provide the best service to the

police through good work performance, contributions towards organization and society.

According to the Outstanding Service Award report provided, the 2017 Outstanding Service

Award (APC), includes 10 of the 190 police officers of IPD Bandar Baharu. In the second year,

the total number of recipients in 2018 increased to 20 out of 188 police officers, indicating that

the IPD Bandar Baharu police's motivation is based on APC is increasing year-on-year basis.

Unfortunately, the number of recipients in 2017 has been reduced from 20 to just 10 in 2018.

This is a problem when their motivations are inconsistent. There are many reasons why they

may be less motivated, officials/leaders should ensure this problem if they want workers to

make full commitments and improve their performance with good productivity which is vital

for the organisation (Manzoor 2011). In other words, if employers give the right motivation

towards the employee, they will lead to higher productivity with higher quality with greater

efficiency thus saving cost to the organisation (Rahim & Daud, 2013). It is difficult to maintain

incentive levels when workers should be able to cope with different environments and require

employers to make full commitments to employees (Manzoor, 2011).

Many studies have shown that motivated workers do a better job than incarcerated. Potential

employees are more innovative because they are always looking for better ways to get things

done which is being considered a self-oriented and goal oriented. They can produce high

quality work with greater efficiency or productivity (Boundless 2017) which also leads to

manpower optimization.

9
Despite the intrinsic motivation given to the policemen, some still does not perform to the

minimum standards expected by the top management level. Thus more police personnel are

needed to complete a certain task, therefore there is a manpower wastage. The cost of hiring

more police personnel would significantly increase therefore increase the burden to the

government with its increasing debt mounting over 1 trillion ringgit (Daim and Pei Ying, 2019).

When employees can interact well with leaders, police personnel can provide good

performance, they can also be used as a team to work with and guide them with good leaders.

Therefore, as a leader who needs to back up to help him/her complete any work (whether it's a

simple job or a hard job), he/she should always make the most of each member's motivation so

that they do not get bored while working and in general can cooperate very well.

With the gap to be answered in this study to identify the factors that the top management of the

RMP should consider to motivate the police officers to achieve the organisation goals, mission

and to reduce the turnover rate in the organisation. Based on the previous literature journals

there is a lack of empirical research on the impact of intrinsic and extrinsic factors towards

public servant motivation; a case of the Royal Malaysian Police in Malaysia involving police

officers. As there are lack of empirical findings that supports the influence of work itself,

growth, advancement, recognition, job security, salary, working environment and managerial

relationships in affecting the motivation of the police officers in Malaysia. It is important to

identify the factors that could affect the employees’ motivation.

10
1.3 Research Question

The research questions in this research are as follows:

i. Do work itself influence police personnel’s motivation?

ii. Do growth influence police personnel’s motivation?

iii. Do advancement influence police personnel’s motivation?

iv. Do recognition influence police personnel’s motivation?

v. Do job security influence police personnel’s motivation?

vi. Do salary influence police personnel’s motivation?

vii. Do working environment influence police personnel’s motivation?

viii. Do managerial relationships influence police personnel’s motivation?

1.4 Research Objectives

This research aim is to identify the factors that influence job motivation among police personnel

based on Herzberg’s Motivation-Hygiene theory. The research objectives are created as the

following:

i. To examine the relationship between work itself and job motivation.

ii. To examine the relationship between growth influence and job motivation.

iii. To examine the relationship between advancement and job motivation.

iv. To examine the relationship between recognition and job motivation.

v. To examine the relationship between job security and job motivation.

vi. To examine the relationship between salary and job motivation.

vii. To examine the relationship between working environment and job motivation.

viii. To examine the relationship between managerial relationship and job motivation.

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1.5 Significance of Study

This study was to understand the behavior of the police personnel in the Bandar Baharu police

district. The results of this study are most important for top police management level and

decision makers to understand the factors that are true indicators of police motivation and

satisfaction in the workplace that lead to quality and better policing. Therefore, the main reason

of this research was to identify and outline the factors affecting the performance of the RMP

police officers in order to identify solutions and measures to improve their performance in order

to change their behavior and improving their efficiency and therefore improving the economy

of the country as a whole. Some of the obstacles faced by RMP and the economic issues are

outlined. These pose challenges to the well-being of the country and emphasize the importance

of research-driven service delivery.

The study will also provide recommendations to police administrators and how to treat and

improve the job motivation of police personnel. This would help the top management police

officers to understand the factors that would influence the police motivation such as work itself,

growth, advancement, recognition, job security, salary, working environment and managerial

relationship. This would help to determine the important factors that might affect the

motivation of police officers.

The government servants’ management needs to identify the right answers to motivate public

servants to motivate them to achieve a higher performance standard and to increase their

obligation to the government, to encourage initiative and encourage active and initiative

participation in the workplace to develop the premises for individuals and organizations.

This research has contributed to the increased awareness of economic crime issues in academia

and the public. Most importantly, the study is intended to serve as a springboard for future

12
research within the research organization, and at least for emerging developing countries that

may have to experience similar economic crimes.

The significance of the study was to identify and determine the actual factors that influence the

police's external motivation. In addition, the results of this study will provide senior police

officers with ideas to identify factors that can make the police always motivated at work, leisure

time and off duty days. In theory, this study provides valuable value for researchers to identify

factors that increase their motivation in the police.

Finally, the results of this study can help the RMP management in a variety of ways. First, the

study provided useful information about what aspects of the police work are attracted to. The

study will also enhance the understanding of the relationship between leadership style and

external motivation for police district police officers in Kedah. Based on the information

collected, RMP administrators can construct or modify their recruitment strategies to target

candidates who they think will be more interested in their work and most importantly cost

saving measures. The results of this study provided insights into the incentive model of RMP

personnel and reveal whether this model was consistent with other social models. As it can

better portray the changes that need to be made to achieve the goal. The study addresses this

issue by empirically testing the impact of relevant personal characteristics on various

incentives, including job safety and welfare, opportunities to help people, and willingness of

law enforcement. In addition, the recommendations of this study will help the police improve

their performance and improve their service levels to enhance and maintain the police's

motivation in the RMP.

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1.6 Limitation

The focus of this research paper is on the impact of intrinsic and extrinsic factors towards public

servant motivation; a case of the Royal Malaysian Police in Malaysia. The information

collected will be depending on the integrity of the respondent upon answering the research

questionnaire provided. Limitation of the existing theory was that mostly it focuses on an

output-based performance pay. Such as skilled workers, sales employees and managers where

their performance is easily measured. Public servants such as firemen, army, teachers and

policemen have been a problem for motivation by the common forms of performance pay

systems.

Motivations for the public servants especially the policemen within the RMP where their effort

is difficult to measure and it is a controversy for performance pay scheme. This study will be

based on the law enforcement police officers which consist of different positions such as the

Assistant Commissioner of Police (ACP), Superintendent of Police (SUPT), Deputy

Superintendent of Police (DSP), Assistant Superintendent of Police (ASP), Inspector (INSP),

Sub-Inspector (SI), Sergeant Major (SM) Sergeant (SJN), Corporal (KPL), Lance Corporal

(L/KPL) and Constables (KON) as the main source of data. It is difficult to conclude that the

entire respondents have the same experience because of their different ranking positions and

departments which may have affected the different thoughts.

Another limitation is the generalizability of the findings. Any significance of this study was

only for the certain respondents who are currently posted in the area in Kedah which is based

on the presumption that police in Kedah are representative of the police throughout the state.

The last limitation of this study is the limited data available in this area of study. Since only

minimal research data has been done in the field of research and clarification has hampered my

ability to understand how to make the best comparisons in my research.

14
1.7 Organization of Study:

This research paper is divided into the following six chapters. The dissertation adopts the

following structure:

Chapter 1 - Introduction: Chapter 1 contained an overview of research and an introduction

to research-based learning, specifying the research paper background, research questions,

research topic questions, research objectives, research paper limitations, research implications,

scope of research and the significance of study.

Chapter 2 - Literature Review: Chapter 2 included a literature review of historical or past

studies and previous research on current research. Therefore, this chapter will also report

research hypotheses.

Chapter 3 - Research Methods: Chapter 3 explained the analytical tools and research

methods that will be executed in this research. Furthermore, this chapter includes the research

design, data collection methods, sampling design, sampling techniques and sampling frames,

research method surveys, questionnaire design, research methodology limitations, theoretical

frameworks, assumptions, construct measurements, data processing, descriptive investigation

and inference investigation.

Chapter 4 - Research Results: Chapter 4 analyzed the data and generate the results of the data

collected and investigated from the survey has been done.

Chapter 5 - Discussion and Conclusions: Chapter 5 focused on the findings, including the

research paper discussions and provide recommendations, the limitations of the research, the

inadequacies of the research, and provide recommendations for future research papers. Besides,

summarization of the conclusions of this study will be based on the results of this Research.

15
Chapter 6 – Self Reflection on Learning: Chapter 6 has explains the self-reflection and

learning outcome after conducting the research.

1.7 Summary

This chapter focuses on the overall perspective of this study. It discusses the importance and

necessity of motivation within the police in organization. This chapter also focuses on the

factors affecting motivation based on research objectives and research issues which are on the

impact of intrinsic and extrinsic factors towards public servant motivation; a case of the Royal

Malaysian Police in Malaysia. To fill this gap, this study will study the relationship between

independent variables and job motivation. The next chapter will review the main variables

presented in this study.

16
 CHAPTER 2: REVIEW OF THE LITERATURE

2.0 Introduction

This chapter presents a summary of the question regarding the work performance of the Royal

Malaysian Police (RMP). For example, what factors will affect the motivation of police officers

in the department that would directly affect the economy and why?

Motivation is divided into two classes which are extrinsic and intrinsic, and non-financial and

financial. Intrinsic or extrinsic are the different types of motivations which are frequently being

described. Intrinsic (internal) motivation comes within the person’s own driving force drives

him/her to an employer, a specific job, career or other activity. External (external) motivation

is the motivation which is generated outside from individual, complement to the characteristics

of the work environment, and usually involves rewards such as cash, benefits, recognition,

prize or acknowledgment (Castel et al., 2011).

2.1 Theories of motivation

According to Locke and Latham (2015), “the concept of motivation refers to internal factors

that impel action and to external factors that can act as inducements to action”. They further

suggested that direction, intensity, and duration are the three action influenced by motivation.

Thus, understanding different employees motivational style will help to explain and predict the

effect, cognition, and behavior patterns that are displayed by different employee (Barron,

Baranik, & Finney 2012).

Hence, work motivation has been referred as the process that contributes to the initiation and

maintaining goal-directed performance (Clarke and Mortimer, 2013). Based on Kuvaas et al.

(2016), he stated that employee turnover intention appear to be more dependent on the

background influences of individual which need fulfillment perception and a smaller amount

17
depend on general, trait-like dispositions based on mastery-approach aim. Both general

turnover and turnover among employees particularly with high level of mastery-approach goals

can be reduced through motivation.

Rashidah (2018) showed that demotivated employees are dissatisfied, leave the organisation

and absent from work. The job performance are affected by absenteeism. She also stated that

employees who are loyal and work harder are employees who are motivated. Studies have

shown that the work motivation have a positive relationship with the influence of commitment

towards the organisation (Shaheen & Farooqi, 2014; Sohail, Safdar, Saleem, Ansar, & Azeem,

2014).

The verb "motivation" means something that leads to a person to act. Motivation comes from

personal needs, needs and drivers (Royle and Hall, 2012). Motivation is one subject issue from

the behavioral science for human resource as it is important to improve work performance,

achieve personal and organizational goals and objectives Barzoki et al. (2012). Motivation in

work is very important in today's world. Whether working in the office or outdoors all require

motivation, not only to the private sector but the government sector as well. Motivation is a

multidimensional framework because people are often driven by different combinations of

factors (Cinar et al., 2011).

The concept of motivation can also be explained based on individual characteristics. For

example, there are individuals who do something out of a strong desire to succeed but others

act out of fear of failure, it may be that they act out of deep interest in the matter and perhaps

simply out of a sense of responsibility. A few studies have shown that relevant motivation

contribute to a higher performance (Kiruja & Mukuru, 2013). Hence, work motivation has been

referred as the process that contributes to the initiation and maintaining goal-directed

performance (Clarke and Mortimer, 2013).

18
With employees believe that their jobs are important, thus they would drive them to work

seriously therefore a higher job performance and commitment and identify themselves with the

organization (Burton, 2012). When employee performing their best, it may help to increase

profitability. As for some, civil servants seek to do something or work that is directed because

they know the outcome will lead to promotion as they are less likely to leave their jobs and

enjoy high job satisfaction. If work motivation constantly declines, it can lead to decreased

teamwork and may cause stress and anxiety that may cause personal problems or stress to the

individual himself or herself. Indeed, we as ordinary people need the motivation to continue to

be motivated as we move through this world of work.

Barzoki et al. (2012) studies showed that in terms of hygiene factors, “wage and salary, job

security and management practices, and relationships with the top management” are the three

vital factors affecting employee motivation, and salaries play the most crucial role. Previous

research has also shown that job responsibilities, such as work processes and working

conditions, were one of the most powerful factors for job employee motivation (Khalid et al.,

2011).

Employees who are unmotivated will likely put no or little effort on the work, leaving the

organisation, avoiding workplace, work with low quality and lastly resigning from the

organisation. As organisation competitiveness would rely on its talent retention (Coetzee &

Pauw, 2013). On the other hand, employees who are motivated will produce quality work, more

productive, creative and persistent (Ganta, 2014).

Motivation is vital to organisations and individuals. For individuals, motivation is an important

factor that drives a person to accomplish their own personal goals. In organizations, employee

satisfaction would come from motivation. As motivation encourages the employee to seek

more knowledge and enable them to perform to its full potential. On the other hand, on the

19
organizational side, motivation leads to positive attitudes at work, adaptability to change and

more inspiration. If the workers are better motivated, better significance they bring and

business are more prosperous and lucrative (MSG Experts 2017). As employees’ motivation

are influenced with different types of factors.

2.2 Motivation in the Public Sector

Public service organizations and businesses are shifting to a virtuous circle of economic growth

and bureaucratic efficiency from a vicious circle of capacity erosion when linking incentives

and motivations to organizational goals (UNDP, 2014). With the necessary motivation towards

the employee in place, employee retention can contribute to the economic stability for the

country. More personal income then more expenditure on goods and services. Low consumer

spending, reduced economic activity and less disposable income are caused from the employee

turnover (Balán, 2012).

Employee retention is important to the country's economic progression so that the government

department can focus their effort on this productivity instead of training new government

servants. As more money could be saved from investment towards training of new employees,

as employee turnover is expensive (Proenca, 2012). Employees remain satisfied within the

government departments, the economy will begin to grow and stabilize. If employees are

dissatisfied then it would lead to less activities in the economy that would affect the nation's

economic growth as a whole. Countries such as Spain, Greece and the United States with

employment instability have low economic progress. (Economou et al., 2012).

As factors that influence the motivation towards the government sector employees and private

sector are different (Sadia & Uzma, 2012). Public servants strive for job promotion, job security

and high income where private sector consider high income as an important characteristics.

Sadia and Uzma (2012) argues that for civil servants, intrinsic rewards for work that provide a

20
sense of accomplishment are more valuable than extrinsic rewards such as high-income or

short-term work. Many studies have shown that unfair perceptions of distribution lead to

counterproductive behavior aimed at correcting perceived imbalances, such as withdrawing

efforts and stealing from organizations (Greenberg, 2011). He found that employees who are

demotivated, they then to leave the organisation.

Financial rewards are considered less important towards the public sector employees whereas

career development opportunities are important towards work motivation as compared to the

private sector employees (Sadia & Uzma, 2012). Although innovation in public organizations

is critical to avoiding the mysterious processes and processes that hinder economic

development of the country (Wu, Ma, and Yang, 2013). Michelle et al (2018) and with the

employee intrinsic and extrinsic motivation for public and private sector organisation. Primary

extrinsic motivation such as compensation was the main factor that would influence job

retention. Salary, organisation relationship, and perceived organisational support has been

emphasised by MacKain et al. (2010) that these are essential towards job motivation. Jonson

(2012) said that job characteristics also influence job motivation.

Studies regarding employees’ motivation has been conducted and found that there is a

relationship between motivation of employees and work performance (Appiah et. al., 2013) A

study done by Muteswa and Orelepp (2011) has shown that there is a positive relationship

between employee motivation and the rate of retention for the employees who work in the

banking division for South Africa. Job commitment of the employee is strongly influenced by

the motivation (Carter, 2015).

Organisation emphasis on retention as it would increase the cost of training and recruitment

and reduce the talented workforce from leaving the organisation and being hired by other

companies (Sandhya & Kumar, 2011). With the lack and loss of employees, this would increase

21
the organisational cost and disturbance to the work progress which in the end damaging the

organisation.

2.3 Work Motivation

Therefore, motivations incentives can be seen as a persistent strategy. Meeting the needs of the

police to keep them motivated in an environment of high risk of disappointment and frustration.

Work motivation can also be seen from a non-financial and financial point of view (Burton,

2012). Employees can be motivated by financial and non-financial recognition by their

employees. Although people work for a lot of reasons, it is certainly for money or rewards

which plays an important role in motivating the employees within the workplace. Certain

people work not for the money, but also because they love working (non-financial motivation).

Employees which are highly motivated consider work as rewards themselves, which makes

them self-fulfilling and less concerned about pay issues (Ruiz-Palomino et al. 2013).

Rewards (such as performance-related pay) and penalties (such as fixed limits on sick absence)

are often used to motivate employees. This influential proposition first shows that people are

dealing with the risk of sanctions and that they abide by work rules and policies when they

believe that they will be penalized in a way if they do not comply. Second, it assumes that

people will respond to rewards, compliance and commitments when they feel benefited, and

take on additional responsibilities when being provided bonuses and other incentives.

The effectiveness of extrinsic motivations within the organization, especially towards the

performance-related compensation (Frey and Osterloh, 2012), their potential relevance in

police ranks and paramilitary organizations is unquestionable, and they may be other

substantial factors influencing the behavior of the officers. When people feel fair about the

work they do, people may be more likely to agree with the organization; they may also agree

22
with what they believe to be effective in declaring and maintaining rewards and punishment

systems.

More and more research studies have investigated and identified numerous factors that

influence employee organizational commitment in public sector workers and how they contrast

from the private sector (Dick, 2011). Ushie et al., (2015) found that the employee job

motivation is important for organizational achievement because it influences significantly with

the employee-related variables such as low morale, absenteeism, repetition, low productivity

and worse tendencies.

2.4 Underpinning theory: The Motivation-Hygiene Theory

Figure 1: Herzberg Two Factors Theory

Source: Schermerhorn, J.R., Jr. Hunt, J. G and Osborn, R.N. (2000)

23
Content theories and process theories are the two main categories of motivation theories. Under

content theories which are Herzberg’s two-factor theory or known as ‘Herzberg’s Motivation-

Hygiene theory’ which consist of two factors which are hygiene and motivators (Jones, 2011).

Herzberg's two-factor theory is implemented in this study. The theory focuses on internal needs

and work behavior expression. The theory includes two main categories of hygiene factors and

motivators. Motivations lead to positive work attitudes because they meet the needs of self-

actualization. Motivations include accomplishment, acknowledgment, work itself, authority,

promotion and development. Instead, health factors revolve around this work. Hygiene factors

include company policy, oversight, working conditions, wages, safety, friendship with the top

management, and friendship with colleagues. In other words, low wages do not make

employees feel uncomfortable; high salaries make the person happy.

External factors are tangible and are categorized as basic needs because they refer to things

done to obtain external rewards, such as money, fame or status. In contrast to internal factors,

internal factors affect one's behavior through one's internal desires and motivations. Also,

unlike motivator factors, the presence of hygiene factors will not motivate, but could avoid

dissatisfaction, however the absence will surely lead to demotivation (Nguyen, 2017)

Two main factors that affect motivation of employees which are extrinsic motivation and

intrinsic motivation (Nguyen, 2017). Salary and other benefits are the external elements of

extrinsic motivation. Whereas needs, aspirations and objectives are related towards intrinsic

motivation. Growth, managerial relationships, job satisfaction, working environment and

salary are few of the examples of the intrinsic motivation. It is an important factor for

encouragement for the employees for job retention and motivate employees at the workplace

(Nguyen, 2017).

24
Meeting the hygiene needs can prevent dissatisfaction and low work performance, but only by

satisfying the motivational factors can lead the productivity improvement pursued by the

company (Herzberg, 1993). As hygiene factors requires a lot of money from the organization

as it is need to escalate. Employees required high amount of money, status, perks and others to

improve its hygiene factors (Sachau, 2007).

There are reasons for workers to resign, reasons such as low growth opportunity, poor

communication with supervisor, low accreditation and high responsibility with low

empowerment as Rizwan and Mukhtar, (2014) found that low levels of employee satisfaction

in any organization correspond to high chance of workers leaving the organization.

Satisfaction and dissatisfaction with work are considered critical to the organization because

they ultimately affect worker productivity and efficiency, or affect organizational performance.

In order to improve the efficiency of employees, especially organizations, it is important to

improve employee productivity and make them being positive towards their work. In fact, the

general attitude of the employees towards its work, organization and life does have an impact

on his job satisfaction. Therefore, it is useful and important for organization to identify element

to establish employee satisfaction as it can lead to increased moral as it can bring high spirits

and better self-realization.

Policemen’s responsibility in the awareness of the aims and objectives of national security and

safety cannot be disregarded on purpose. Policemen who are discontented about their work and

not correctly motivated will not be dedicated to their work and will not provide efficient

services. Dissatisfied policemen do not make full use of their potential and abilities because of

this circumstances police occupation will be disrespected but the realization of the objectives

of the national security and safety of the public will be skeptically affected. If our system does

not meet the needs of the minimum standards of the country, we will naturally begin to drift

25
downwards in the international community. There are problems which were serious and cannot

be left neglected.

According to Herzberg, the main source of dissatisfaction is the supervisor's behavior and work

environment, and neither of these factors can improve job satisfaction. Motivation-hygiene

theory remains the foundation of management principles (Jones, 2011).

A results form a finding shows that extrinsic and intrinsic motivation have an effect towards

the motivation and the turnover rate of the organisation (Khan et al, 2016). As intrinsic

motivation has an effect towards the employee retention (Mgedezi, 2104). This is because

manpower is one of the determining factors in whether or not an organization is successful in

achieving its goals. According to Mangkunegara (2005), the positive attitude of a worker is

what enhances their work motivation to achieve maximum work performance. Battistelli et al.

(2013) found that there is a relationship between intrinsic sources of motivation and the

intention to maintain within the organisation. This shows that motivation significantly affects

the organization turnover.

However, this theory is important for every organisation management as it emphasizes the

importance of providing adequate hygiene factors to employees as a motivational way and,

thus far, has led to considerable motivation in work. With the lack of hygiene factors it will

cause demotivation. Only hygiene factors is not enough to motivate the employee, motivational

factors also play a key role in increasing job motivation.

26
2.4.1 Motivators Factor

2.4.1.1 Work Itself

Work itself means that finding that the employee dislikes or liking the job (Rizwan and Ali,

2010). It describes the job given is being enjoying the job or not. Work itself where the task

and responsibility which has a negative or positive impact on employees motivation. Where

the work itself maybe too boring or interesting, complicated or easy would have an impact on

the motivation of the employee at the workplace.

Work itself is one of the factors towards the employee motivation. If an employee loves the

work, the employee will be happy with the salary and positive relationships with other

coworkers. Employee will stay in the same job if they are interested with the job and be engaged

with it. Building a strong working experience, creative reasoning and modernization is one of

the work itself characteristics to increase employee motivation (Landrum 2015).

Intrinsic motivation arises from the employees’ happiness from the work itself. As the studies

Hee et al. (2016) shown that self-gratification and pleasures by the job responsibilities are being

preferred by nurses in Malaysia instead of other rewards. As nurses who were motivated

intrinsically, found that the work itself more challenging, appealing and enjoyable (Hee et. al.

2016). As the work itself must be challenging, diverse and entertaining to keep employees

motivated.

Whether it is fun or boring, diverse or routine, creative or detailed, too easy or too difficult,

challenging or non-requiring, this would reflect the actual work content it would create a

negative or positive impact on employees where they love their job or not (Rizwan and Ali,

2010). When employees see the importance of their work to helping other employees,

organizations and others related towards the organisation, they feel a sense of pride. This is

27
where their extent of work has an effect and impact towards other people, whether they are

directly or indirectly involved towards the organisation. The type of work which the employee

engage in the work they perform, work itself has become a motivational device. The resulting

knowledge is the third psychological factor in this model. This is the knowledge that

employees learn about their work and the actual work themselves from others.

A study done by Saiful and Ali (2013) shown that the teachers have revealed their satisfaction

with achievement and work itself has a higher impact towards their motivation. In job

motivation, work itself plays a key role according to a research done by Raza et al. (2015). As

employee attitudes would influence the work situation. Work difficulties, variety, scope and

challenges in the work would cause the employee to be interested in the work that was given

to them (Raza et. al., 2015). With the employees’ creativity, this would help boost the

company's competitive edge. With their freedom on completing their task they feel motivated.

This will allow employees to have a sense of pride and enjoy doing their job.

Work itself is a motivational factor that assists employees to identify their worth and value

within the organisation, (Baah and Amoako, 2011). This gives employee to develop their

interest in the work itself, as this helps to crease a positive characteristic in the employees work

life (Rahman et. al, 2017). Employees often form expectations about whether and to what

extent their actions contribute to achieving their goals. Expectations from the employee would

be formed to determine what of their work contribution on how it would enable them to reach

their career goals. Therefore, the level of exertion not only rely on its energy of the individual's

motivation, but also on his / her understanding of the work situation (Jost, 2014).

The findings done by Nashua and Fadilah, (2018) state that work itself is an element that boosts

Gen Y employee’s motivation in a Malaysian Government Link Company. This factor can

manipulate employee commitment towards on an organization which is an element suggested

28
by Hertzberg whereby enhancing productivity level and performance. With all the arguments

above, a hypothesis was developed.

H1: Work itself positively influence police personnel’s motivation.

2.4.1.2 Growth

Growth possibilities are the certain opportunities given towards the person to experience

growth and workplace promotion. This allows the employee to flourish professionally,

enhancing the chances for new skill development, experience new techniques training and

acquire new skilled training knowledge. The workplace should award employees to have the

chance to pick up new skills. On-job or formal training can be provided to boost their job

motivation (Alshammari et. al., 2017). Growth is one of the motivational factors that helps to

retain employees in the organisation. It is not only about obtaining a higher salary or promotion

in the workplace. Reliable employees are passionate, ambitious, determined, and most of all,

energetic. Seeking new knowledge, skills, expanding their network and challenging

themselves. Administering and simulating the growth of an employee is an important way to

increase motivation (Lipman 2014).

A study in Turkey on its police officers shows that with the growth educational opportunity

given towards the police officers, the motivation would be higher (Blaci, 2011). As the

opportunity was given to them to grow the self to be a better skilled worker. As training are

expected by the employee to strengthen their feelings and emotional attachment towards the

organisation (Qing et. al., 2013). As this improves their self-confidence, increasing opportunity

cost and experiences helps them do their job more efficiently and increase commitment towards

the organisation. This makes their career plan more value driven and flexible.

Reaching personal achievement and opportunities for employees to grow in the company can

boost employee motivation and reduced turnover. As an employee would be attached for a

29
longer period to the company to allow them to reach their career and personal goals. Various

skills are needed by the civil servants to conduct various activities. As various skills is needed

to meet basic needs, such as the need for competence and relevance, thus making them

motivated about their work. With the lack of skills would cause demotivation especially to the

police officers (Koppell and Auer, 2012). Diversification of skills will motivate employees and

make a positive contribution to job performance (Bakker, 2015).

When the employees growth is consistent within the company itself, as the employees are

confident in their abilities and they are able to identify their role in the organisation. From

there the employees would challenge him or herself to perform more productive for the

organisation (Ganta, 2014).

A study on nurses, shows that growth form the intrinsic rewards would develop a sense of

satisfaction, ownership, and achievement (Hee et. al. 2016). Numerous literature found that

there is a positive relationship between training and work motivation (Cai, Yeh and Hu, 2011).

As there are studies shown that an irrelevant training was given to the employee cause their

motivation to be lower as they do not have the opportunity to implement their newly acquired

skills (Thu et al., 2015). From the previous literature review, the following hypothesis was

developed.

H2: Growth influence positively influence police personnel’s motivation.

30
2.4.1.3 Promotion

Promotion can be explained as an accomplishment to reach a specific level of position or rank

in the organisation. Despite the rank in the organisation, it does mean a lot to the employees

who are awarded for good accomplishments and achievement. In addition, promotions also

include salaries increment and other privileges or benefits as an outcome of the promotion.

Alternative job employment would be increase or advancement in the current job is an

opportunity for the employee. Distinct effects of job motivation would occur in opportunities

of promotion, as this is important as this is created to increase employee motivation. Promotion

is to be considered a factor that is a motivator that displays the favourable circumstances of

being promoted to a better position with more benefits and higher salary. As different

employees have different motivators to motivate themselves and understanding the right factor

is also a way to fulfil their need to motivate them (Lipman 2014).

A study done by Alam, (2012) found that medical promotion officers’ motivation are

significantly affected by the job promotion in Bangladesh. With that finding, most medical

promotion officers cause te\he company turnover to be high. Unequal and unfair opportunity

of promotion significantly affect their motivation despite their terms of experience and

qualifications. Therefore organisation should improve on their promotion policies towards their

employees to improve job motivation. Advancement is one of the top 2 factors that affect the

motivation of the public sector employees (S. Mohamad and Ramesh, 2011).

The opportunities for promotion within the organisation also improve employees’ motivation

(Ngo et al, 2014). Internal career development opportunities also affect organisational

performance this is significant towards career motivation. Position promotion also affects the

job performance with a high degree of influence (Wahyuni and Khauf, 2019). With the lack of

opportunity, employees will seek external job employment. A researcher has found that the

31
advancement is one of the factors affecting the motivation of university teachers in Khyber

Pakhtunkhwa, Pakistan (Safdar Rehman, Gulap and Shuaib, 2013).

Positive career promotion expectations would create a stronger obligation for the employee

towards the organisation with a motivating discretionary effort (Stephen & Tim 2016). As an

employee would feel obligated to help the organisation reach its goals and objectives with a

desirable future in the organisation. This will reduce uncertainty of the employees’ career and

strengthen its relationship with the organisation. Promotion opportunities as a significant effect

towards employee motivation.

Battistelli et al. (2013) mention that the promotion is an act to motivate the individual that act

as a reward. This is a reinforcement towards the motivation of the employees to achieve their

goal and reducing the turnover rate. Improving employee motivation by a strong promotion

focus can able to reduce the employee's intention to leave and increase performance (Emily &

Giles, 2015). Organizations should therefore take cases where promotion policies are in place

to enhance employee satisfaction (Stephen & Tim 2016). The promotion is a process which is

necessary to retain the talent the company wants. A study has found out that promotion and

enumeration has a significance towards high performers retention rate (Nyberg, 2010). With

consideration from previous literature review, a hypothesis is developed:

H3: Promotion positively influence police personnel’s motivation.

2.4.1.4 Rewards

Reward is the process of giving more power and motivation to humans. Rewards can also be a

dose to increase employee's effort and interest in their work (Rahim & Daud, 2013). Rewards

can be called the sum of money and non-monetary benefits which can be offered to employees

in exchange for their performance in the organization. Recognition can be in various forms,

32
most of which have little or no actual cost to the company. Rewards is defined as a financial

and non-financial incentives and compensation provided towards their employees by the

organization in return for their services (Mondy, 2012).

By recognizing employees' excellence and well-behaved activities in the organisation,

managers can determine the type of accreditation given towards the employee. If this is an

honest and deserved recognition, the degree of appreciation will increase, because “if the

employee believes that you are a fair, honest and caring boss, then most of them will remain

loyal and make goodwill response. However, non-monetary can be just as effective in

motivating employee behavior (Gohari et al., 2014).

Reward is another way for managers to acknowledge and appreciate their employees as it is

because of the employees’ achievement towards workplace goals or high performance at work

(Bratton and Gold, 2017). In addition, another factor that affects the motivation of work is

working conditions, training and development opportunities, and job security. However,

among all the factors that may affect employee performance, the incentives are the most

important and influential (Hafiza, Shah, Jamsheed & Zaman, 2011; Arokiasamy, Tata &

Abdullah, 2013). The purpose of rewarding employees is to ensure that their performance

levels are improved, making it easier to get the job done, and encouraging employees to work

more efficiently to help management achieve its goals (Sandilyan, Mukherjee, Dey & Miltra,

2012).

Basically, Outstanding Service Award (APC) is awarded is based on the Best Employee

Performance of the year on the performance by the RMP. The work performance of each

policemen and policewoman will be reviewed by the head of each department (composed of

the head of the department) and provided to the Officer In charge of Police District (OCPD) to

verify that each selected police officers should receive the award. In order to maintain the

33
enthusiasm of the police, the police has always been the focus of attention, because the police

must perform their tasks with high spirit and ability in good conditions and working

environment. The main problem associated with APC in this study was the satisfaction of

recipients with their motivation in the organization (Thisera, 2013). In accordance with the

purpose of the award, rewards are given to well-performing police officers to show that their

contributions are valued by the organization. The award clearly identifies incentive factors as

incentives for police officers. As for leadership style, this relationship occurs when an official

needs to work with a superior as a team to resolve any issues, work, and commitments in all

activities by the organization.

A research done by Oshagbemi (2010) has shown that the Reward improves the motivation and

improves the productivity of work, as poor recognition would become a source of unfairness

in the organization which would cause employees to be dissatisfied and frustrated then lack of

commitment then affecting its overall performance in the company. In addition to having a

strong motivation, people are eager to do their jobs in which can improve organizational

performance and growth (Imran, Ahmad, Nisar, & Ahmad, 2014; San & Theen, 2012).

There are many studies investigating the relationship between rewards and employee

motivation. Studies done by Aamir, Jehanzeb, Rasheed & Malik, (2012), Imran, Ahmad, Nisar,

& Ahmad, (2014) Gohari, Kamkar, Husseinipour & Zahoori, (2013) shows that there is a

significant positive correlation between rewards and employee motivation, as rewards can have

a strong impact on employees. To increase employees’ motivation, organizations should know

what factors that will affect their motivation at work and create new impetus for their work.

Job commitment can be an important element by the reward given by the organisation towards

the employee. Monetary or non-financial grants or direct acknowledgment when are jobs are

done is to be considered as a recognition for the work done. Regardless, recognition is

34
important to ensure high commitment, communication and respect. Acknowledgement and

recognition is given to reinforce the actions that different employees may take. To make

employees feel important and rewarded, acknowledgement and recognition are the strategies

taken by the organization. Commitment of the employee will be destroyed when employees

are not recognized for an excellent job done, or when an acknowledgment is given improperly

(Yee, 2012).

In developing countries, employees prefer financial benefits to sustain their lives. The

effectiveness of rewards depends on the type of rewards, how they are distributed, and how

they use rewards to influence employees (Gohari et al., 2014). Thus, the following hypothesis

was developed:

H4: Reward positively influence police personnel’s motivation.

2.4.2 Hygiene Factor

2.4.2.1 Job Security

Job security is defined as the state of a continuous job employment that can direct of the worry

of losing a job, which is known as the insecurity of their job in the forthcoming (Akpan, 2013;

Jimenez et al., 2016). Employees need to ensure that they complete their work, to reduce the

possibility of losing their job, in other words, job is safe. The reliable work and guaranteed

security of the work provided by the organization symbolizes the security of work, which has

a huge and positive impact on the organization. Job security refers to the security that can work

continuously in the same organization and contributing their skills without feeling insecure of

losing their job. As there is no guarantee that their duration of their occupation without explicit

contractual support can be called a lack of job security (Lucky, 2013). Workers with uneven

job security will perform well most of the time that the representative who is better than the

35
fear of losing their career is higher than any representative. Not recognizing the way this fear

develops inspiration under certain conditions, a loss of concentration would lead to generous

pressure and low motivation that undermines the overall performance of the employee (Yanan,

2014).

Job security is an important factor in strengthening employees' work at RMP. In a period of

economic uncertainty, job security is an important factor in determining employee job

motivation. A guarantee given to that employees are assured of their job security is likely to

increase job motivation. Job security is a guarantee towards the individual that the employee

can continue to work without the risk of losing his job. The employee will have continuity in

employment, which may be due to employment contracts, collective bargaining agreements or

provisions to prevent arbitrary dismissal of labour legislation. Lack of job security means that

people with jobs are most likely to lose their jobs.

Therefore, it can be seen as an organization's effort to provide stable employment for

employees (Joarder, 2015). Job security is defined as a key requirement for employees and a

factor in employment conditions (Alzayed, 2017). Better coordination between works can

promote adaptability and employer stability, thereby improving the civil service labor market

and improving the job market and job profitability (Stapleton, 2012). Policy makers and

directors of human assets may need to consider the negative impact of job insecurity. The

instability of job would low motivation and the associated barriers to job profitability of

disappointed employees (Stapleton, 2012). The lower job safety provided by the organization

leads to work insecurity, which is defined as fear of losing work (Jimenez et al., 2016).

Uncertainty and fear can affect employees leaving the organization (Mxenge et al., 2015).

By reducing job security, commitment of the employee towards the organization may be

affected. Joarder et al. (2015) support this by pointing out that job security can boost

36
employees’ motivation because they would not be worried about unemployment. In addition,

a previous survey found that due to the high youth unemployment rate, the current needs of

employees is job security, especially Y-generation employees, this makes the Y-generation

unmotivated (Stojanova, 2015). Employees who have a threat to the job security may be less

loyal to the organization and may cause them to resign, leading them to find another job that

provides higher job security (Akpan, 2013). Absenteeism and high turnover can significantly

affected by the job security provided by the organization. With higher motivation, employees

are willing to work harder and contribute more towards the organisation (Ma, 2015).

Researchers also claim that once people are worried about their work, they will be under greater

pressure and may choose to exit the stressful environment. Job security in India is a factor that

has an effect in motivating the respondents (Sarawathi, 2011).

When employees are in an emotionally unstable state of work, they feel frustrated and insecure

with their work, this feeling of may in turn affect the performance of tasks and situational

levels, thus having a strong connection with job motivation levels and making employees feel

more insecure. Staufenbeil & Konig (2010) mentioned cause of the low motivation level would

be absent from work, intention to leave, declining performance and negative organizational

citizenship behavior as a consequence of job insecurity. A study at Pakistan done by Danish

and Usman (2010) shows that a number of 220 respondents have confirmed that job security

and employee motivation have a positive relationship. From the previous literature review and

objectives, Hypothesis 4 was generated:

H5: Job security positively influence police personnel’s motivation.

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2.4.2.2 Salary

Salary is a form of payment that pays for work or work done. Salary can not only help people

meet their basic needs, but also meet the needs of higher-level people. Salary is one of the

important motivational approach towards employee to reach better productivity. An incentive

wage system that motivates workers to achieve higher performance, commitment and ultimate

gratification. Money has a powerful motivation because it symbolizes intangible goals such as

safety, power, prestige, and a sense of accomplishment and success. Salary is a type of

compensation (Odunlade, 2012). Money has the ability to lure, motivate and retain employees

towards better performance. Money is being used to reward or punish workers by the managers.

This is a process of rewarding employees and installing fear losing their jobs. The desire to be

promoted and receive a raise may also motivate employees.

Salary prospects, people are working for a better living and pursue higher studies, from low to

higher education as this is the only way to secure a better future (Arnulf 2014). Paying the

appropriate salary amount according to the market allows the company to appeal to experienced

and skilled employees, which can be achieved by offering interesting types of benefits by the

organization, as employee salaries will also be attractive factors for employees' job motivation

(McGinley, Hanks & Line, 2017), and most importantly, job motivation among employees is

related to the amount of salary they receive (Yang, Brown & Moon, 2011).

In addition, employees with a mixture of different skills and knowledge will bring greater

results to the company, where the company will increase productivity levels, which will

increase the company's revenue or profit, and the organization can provide competitive, an

interesting way to achieve this is by increasing the salary levels of employees (Vidal Salazar,

Cordon Pozo and Torre Ruiz, 2016).

38
In addition, employees with a combination of high skill and knowledge with experience will

bring better results for the company, for example, increasing productivity levels, revenue,

profit, and company can provide a competitive and attractive salary for the employees of the

company (Vidal Salazar, Cordon Pozo and Torre Ruiz, 2016).

Money has been used to motivate employees and help achieve organizational goals for many

years which mention by Christ et al. (2016). Sharma and Naincy (2011) stated that there is a

significant difference between public and private sector organizations in terms of wage

satisfaction, as public sector employees have higher job satisfaction than private sector

employees.

More importantly, no one can actively improve employee performance without paying an

interesting salary or work for free, Royuela & Surinach (2012); Blaga & Jozsef (2014) pointed

out that interesting salary will help promote better performance from the employee in a positive

way, and organizational needs. Implementing the right strategy can survive in today's

competitive market environment. Li and Tan (2013) mention that organizational strategy may

affect business performance. One of the aspects that organizations need to take care of is the

employees themselves.

In determining the job satisfaction level of the employee in the organization, salary plays an

important role. As this is a way for the employee to obtain a reasonable compensation for the

work they have done in which can affect performance and job satisfaction. As salary and job

motivation has a positive relationship, according to Pruthi et al. (2016). In addition, Sharma

and Naincy (2011) said in her research that salary satisfaction has proven to be an important

factors to improve employee job motivation. Based on the study by Sharma and Naincy (2011)

and Purthi et al. (2016) where salary and motivation has been an important factor which will

39
increase job motivation among employee. Workers are inspired to accomplish more, and

therefore give all their effort only if they are appeased with their pay.

With the the concept love of money, employees attitude will be reflected (Tan & Waheed,

2011) where no one has enough money, more money is always wanted where it is an important

goal. From the previous literature review and objectives, Hypothesis 5 was generated:

H6 : Salary positively influence police personnel’s motivation.

2.4.2.3 Working Environment

A work environment is defined as an organization or workplace where one or more workers

are present or need to work (Warr, 2002). The work environment can operate as a place where

one or more employees are working and other locations. Study done by Ceullar (2018) found

that work environment plays its own role in influencing individual job motivation. The working

environment involves not only the actual location, but also the equipment or materials that

workers use for work (Omar & Sindi, 2015). The work environment should be relaxing and

fun to enable employees to reduce their stress while working. Maintaining up-to-date facilities

and equipment and ensuring employees have sufficient personal space can increase motivation.

A faulty device prevents you from getting the job done. In addition, organizations need to

encourage high-participatory activities to establish working conditions so that employees have

the ability and freedom to think, participate, and motivate employees to achieve higher

motivation.

The working environment for the police officer is different and vary as that would depend what

they work such as a patrol officer, investigators and emergency personnel. As some in a vehicle

or office, indoors or outdoors. Since police responsibility vary they are required to interact with

different walks of life and work with professionals. In the lack of resources are one of the

40
working conditions that would cause stress towards the employees. (Cooper et al., 2013). For

the world of policing, citizens and the government have a higher expectation towards the police

force whereby they would demand police to perform more effectively and efficiently with its

limited resources available to them.

Therefore, it is important to consider the environment in which workers work, which is one of

the most important criteria for ensuring workers' motivation in the workplace (Park, Kim, Goh

& Pedro, 2016). As working environment have a significant relationship towards the safety of

the employee, which would contribute to the motivation of the employee (Omar & Sindi, 2015;

Park et al. 2016). In any event, if the facilities and equipment provided by the organisation are

insufficient and in poor working circumstances, the workers such as the policemen will face

higher risks in a dangerous work environment when dealing with threats. Therefore, this will

cause more errors and an accident likely to happen (Park et al., 2016). As the safety of the

public is most important to the RMP as they work around the clock and work very long hours.

Under normal circumstances, skilled workers such as the policemen can do their jobs

effectively as long as the working environment provided by the employer is very convenient

and beneficial. Therefore, it is important to consider the environment in which workers work,

which is one of the most important criteria for ensuring workers' performance in the workplace

(Park, Kim, Goh & Pedro, 2016). In addition, employees may re-find management on the

grounds of poor working conditions, as they may feel that management is not grateful or

dissatisfied with their efforts or work.

Ling (2012) also pointed out that a good physical work environment provided by the

employers, such as facilities with the latest technology and equipment, such as computers with

the latest software to increase productivity and efficiency. Physical and work environments are

one of the main factors in retaining employees because they play a vital role in the process of

41
employees' decision to leave or stay in the organization. Markey, Ravenswood and Webber

(2015) mentioned that most employees who think they resigned are actually considered to be

unpleasant in their work environment and not suitable for careers.

The environment should enable employees to communicate with the organization in all aspects.

Learning environment such as personal improvement and continuous learning are the type of

employees need in their organization. Balance between work and life can be provided by the

organization, such as flexible working hours, healthcare, telecommuting, home care, alternative

work schedules and others. A study done by Indrayanto et al.,(2018) shows that motivation will

have a positive impact on the working environment, in which this situation suggests that an

individual's motivation to work helps create personal creativity and create a competitive

advantage in the organization. Motivation and satisfaction of the older and younger employees

are affected workplace environment (Rožman, Treven and Čančer, 2017).

This would reduce the intention to leave where the employees with higher levels of social

support. As with the unfavorable physical labor conditions such as understaffed, overcrowding

and lack of resources are considered to be workplace stressors that affect police work

demotivation. It can be assumed that there is a significant relationship between working

conditions and work motivation. From the previous literature review and objectives,

Hypothesis 6 was generated:

H7: Working environment positively influence police personnel’s motivation.

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2.4.2.4 Manager Relationship

Leadership style refers to the way a supervisor or leader treats a subordinate. It refers to a way

of caring about employees' feelings and needs, encouraging them to express their concerns,

providing information and positive feedback, and promoting the way employees are trained

and developed (Che Mit, 2019).

Relationship with the management is one of the many factors that is always relevant to the

motivational characteristics of employees, and may actually be one of the main factors driving

employee turnover (Society of Human Resource Management (SHRM), 2014). For the third

consecutive year, employees ranked the relationships with managerial factors in the top five

factors in job satisfaction ratings (Society of Human Resource Management (SHRM), 2014).

With management skills, support from superiors and managers are of the main motivations

aspects for improving employee performance (Daneshkohan et al. 2015).

Bad relationships with their supervisors and managers are the main factor that would contribute

to demotivation and dissatisfaction. Prejudice treatment, unfavorable oversight, bad

interpersonal friendship, poor authority skills and lack of acknowledgement are the main cause

leading to insufficient employee motivation (Daneshkohan et al. 2015).

In a way to improve work motivation and employee performance, it is recommended that

employers should enhance their management capabilities by focusing on management skills,

social support and responsibility, unprejudiced treatment of employees, and effective

performance management systems (Daneshkohan et al. 2015).

Referring to previous research findings, some element that does have an effect on employee

motivation are supervisors’ criticism on employee conduct, positive acceptance of errors,

acceptance of opinions, and advise, show recognition, being concern on employee personal

43
problems and difficulty, regard highly, trust and have confidence in them (Hossain & Hossain,

2012). With a good practice supervision, a better relationships between employees and

supervisors.

There is no single definition of leadership that is generally accepted. Leadership is a complex

and broad concept. Even today, leadership is still a topic that is highly volatile. Some points in

the literature on leadership are worth sharing here to help understand why this area is so

complex and extensive.

In order to maintain the motivation of employees, leaders need to carefully manage

performance to achieve organizational goals. In addition, effective leadership can also create

high performance environment for employees and organizations (Almansour, 2012).

Therefore, an effective leader should be able to motivate subordinates. In order to improve the

performance and motivation of the subordinate, leaders should establish a good image in the

eyes of others, because this is the key to winning the respect of followers. Another way to

increase employee motivation is to make work more fun for them.

When employees are seen as assets in the organization, they are eligible to be like their leaders

who are always able to provide incentives and motivation for them to do everything they can

(Voon, Lo, Ngui & Ayob, 2011). According to Voon et.al. (2011), different leaders applies

different style of management, motivational strategies and techniques to boost up the

performance among employee to the organization. When employees think that their bosses

have relationship and task behavior, they will feel more satisfied, so followers can

communicate with leaders more easily.

On the other hand, control oversight styles are thought to reduce work motivation and have a

negative impact on creative behavior in the future. Employees who are limited by their superior

will be in pressure and will affect their focus from their work concerns especially when dealing

44
with conflicts and friction (Zang & Bartol, 2010). According to research done by Khan et al.

(2011); (Khalil, 2015), it has shown a positive relationship between leadership styles with

motivation of the employees. From the literature above, many researchers agree and believe

that managerial relationships are an important driving force for employee motivation.

Therefore Hypothesis 8 was generated

H8: Managerial relationship positively influence police personnel’s motivation.

Chapter 2 covers literature perspectives collected from previous research, such as motivating

factors (intrinsic), hygiene factors (extrinsic) employee motivation and work performance.

2.5 Hypothesis & Conceptual Framework

2.5.1 Development of Hypothesis

This study will discuss the hypothesis of the study. This study assumes that motivating factors,

intrinsic factors, employee motivation, and employee retention are factors that influence work

performance among policemen at the RMP. As by testing the hypothesis and confirming the

conjectured relationship, the problem encountered can be corrected by the expected solution

(Sekaran, 2010). In this study, independent variables were measured to identify the significant

relationship on the dependent variable.

Therefore, the hypothesis of the study are as follows.

H1: Work itself positively influence police personnel’s motivation

H2: Growth influence positively influence police personnel’s motivation.

H3: Promotion positively influence police personnel’s motivation.

H4: Reward positively influence police personnel’s motivation.

45
H5: Job security positively influence police personnel’s motivation.

H6: Salary positively influence police personnel’s motivation.

H7: Working environment positively influence police personnel’s motivation.

H8: Managerial relationship positively influence police personnel’s motivation.

2.5.2 Theoretical Framework

The theoretical framework of the research will be obtained and reconstructed by the

information from studies research. The research model of this research was reconstructed from

the theory of planned behavior which include the Herzberg’s Motivator-Hygiene Theory

(Herzberg, 1959).

In this research, the research model will be used to define individual variables that affect the

employee retention rate in the RMP. The research model for this research paper will be listed

in Figure 2 below which involving independent variables (motivating factors, hygiene factors

and employee motivation) and dependent variables (employee retention).

This framework investigated that motivation factors (intrinsic) such as recognition, work itself,

promotion and growth, and hygiene factors (extrinsic) such as salary and pay, working

environment, and managerial relationship are the factors that would influence employee

motivation.

Based on the above discussions, a research framework is developed, including two dimensions

(employees’ motivation and employee’s retention) which are given in the figure 2 below:

46
 Figure 2: Conceptual Framework

If the employees are motivated and happier, they will be more productive and would eventually

help the organisation to thrive better. Study done by Albrecht (2012) and propose that with the

right leadership, promotion, empowerment and motivation are the right way to encourage

employees to stay in the organisation. Motivation and empowerment is a management strategy

which can be focus on achieving viable better work performance. The theoretical framework

suggests that better work performance can help increase productivity and promote more

economic activity, thereby contributing to industry advancement.

47
2.6 Summary:

The success or failure of organizations would reply on the Employees as they play an important

role. Attracting and retaining talented employees and ensuring competitive advantage are

important issues for companies of all sizes around the world. Talented employees are selected

and retained by organisation to try to compete in global markets. Appropriate and effective

measures must be taken by an organisation in order to appeal, enrich and keep talented

employees to ensure the sustainability and continuous improvement of the organization.

Literature review found that human resource (HR) practices are the most important and

valuable means of affecting employee retention and attraction of employees in any

organization. There are many determinants that can control the attraction and retention of

talented people which are the two most important factors that any particular organization

should pay attention to are: the “hygiene” factor group and the “intrinsic” factor or human

factor related to the organization are called the employee's self-desire. There are four main

groups of factors in general which include salaries, benefits, and promotions; the work

environment; job characteristics and leadership style have a major impact on employee

organizational commitment. Choosing the right people, organising the right job, ensuring that

the convenient fit between the organization and the people, and between the work and the work

is essential; establishing appropriate compensation and reward systems based on competency,

qualifications and personal contributions to the organization; the availability of training and

development program for the employees makes it an essential feature for the organization. With

the right leadership, dynamic and innovative management, this will create an appropriate

working environment; a tolerable organizational structure, well-coordinated inside and outside

of the organization; a good organizational culture is essential for attracting and retaining any

organization that requires special attention.

48
As a reaction of the literature review, there are ample opportunities for future research has

arise. Researchers can identify the causes of employee turnover and develop strategies to

reduce employee turnover for future research. Various other retention strategies can be studied

to increase employee retention. Other researchers can use the findings of this research to lay

the groundwork for forthcoming research in this field.

Turnover is not only expensive but also devastating for the organization to face. When an

employee resigns, a new one must be recruited, named, prepared, and have work to gain

exposure. In addition to the costs directly associated with recruiting and training other costs

also exists in hiring new employees.

2.7 Conclusion

Chapter 2 has explained the literature review, proposed conceptual framework with the

hypothesis developed. Chapter 3 will confer the methodology which will comprise of the

research approach, research strategy, research design, sampling procedure, data collection and

analytical techniques.

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 CHAPTER 3 RESEARCH METHODOLOGY

This chapter covers the methodologies that have been used in this research.

3.0 Introduction

The research objective which has been discussed in Chapter 1, includes the following research

questions:

i. To examine the relationship between work itself and job motivation.

ii. To examine the relationship between growth and job motivation.

iii. To examine the relationship between advancement and job motivation.

iv. To examine the relationship between recognition and job motivation.

v. To examine the relationship between job security and job motivation.

vi. To examine the relationship between salary and job motivation.

vii. To examine the relationship between working environment and job motivation.

viii. To examine the relationship between managerial relationship and job motivation.

A physical handout and online questionnaire survey will be conducted to study the police

personnel in the RMP to gather in000formation and to understand the motivating factors which

are work itself, growth, promotion, recognition, job security, salary, working environment,

managerial relationship and job motivation The research factors. This chapter mainly describes

research design, operational definition of variables, overall and sample of research and

sampling methods implemented, data collection techniques, measurement development and

50
questionnaire management, measurement of research variables, and detailed data analysis

procedures.

3.1 Research Purpose: Explanatory (Casual Research)

Research studies of different types are designed to achieve different knowledge outcomes

which can define by descriptive research, interpretive research, and predictive research in

Saunders et al (2012). The main goal of interpretive research is to test Adams et al. (2014)

theory by linking different elements of the subject into statements, thereby shows the objective

of the exploratory research which explains social relations, the process and nature of social

events. A causal study based on Babbie (2013) was applied to this study because it investigated

the cause-and-effect relationship between independent and dependent variables. This research

focuses on examining the current work performance by and explaining the relationship between

the variables based on Herzberg theory and employee motivation. The data collected will allow

theoretical interpretation to be created based on causality and can then be used to develop the

necessary strategies.

3.2 Research Philosophy

In this study, the quantitative research method was chosen because it is related to finding

relationships or correlations between variables in this study. According to a study by Rahman

(2017), the quantitative results are likely to involve randomly selected larger samples, and

respondents' answers were collected through questionnaire surveys. Quantitative research

focuses on the purpose of the study and, as stated by Babbie (2013), the possibility of collecting

quantitative measures of variables from a population sample, objectively and systematically

collecting data, clarifying facts, and revealing research patterns. In addition, Queirós et al.

(2018) pointed out in the quantitative study that with the help of SPSS statistical software, time

consumption during sampling and data analysis can be reduced, because disciplines such as

51
statistics and mathematics are essential. Results obtained during analysis and generalization.

Data collection methods for quantitative data consist of various types of surveys which are,

mobile app survey, paper survey and online web surveys.

Quantitative methods allow data collection to be faster and able to stretch bigger sample size.

The results of fast data collection, with SPSS statistical analysis software, compared with other

research methods, the collected data will be able to be analyzed quickly. The structure of

quantitative research has once again enabled Rahman (2017) to cover a wider range of research

areas with better accuracy. The quantitative data collected provides an overview to better

summarize the conclusions, rather than providing only limited specific information when

studying the target group. Therefore, since the core topic, needs, or needs can be identified, the

method can be considered more reliable and more reliable. In addition, the quantitative method

of data collection is performed randomly, which will prevent data from being biased. This

aspect of random data collection is beneficial because the information obtained from the

collected data can be applied statistically to the rest of the population in the study. Although

some demographic information may be missing or not all areas can be covered, the results

obtained by using this method to cover a wide area for a limited time are still useful.

Quantitative research methods can also prove themselves to be correct, because the data is

collected and examined under random conditions, which provides consistent results and is

beneficial for research. Repeated results collected over time did establish certainty and

reliability for the further research planning process. From an industry perspective, companies

can adjust business strategies or policies based on survey results to meet the needs of their

specific customer base. The generated statistics will also be converted into reliable sources for

reference in the business decision process. Quantitative research methods are more flexible

because they do not specifically require respondents to gather at any exact location to

52
participate in data collection. Therefore, the questions given must be understandable to the

interviewees so that they can answer them willingly and accurately without spending too much

time. For this study, the questionnaire was translated into Malay (Appendix C) for better

understanding for the respondents as the official language of the organisation is in Malay

language. Considering the flexibility of quantitative research methods, we have given

questionnaires through a paper printed version and shared these questionnaires via Google

Form Online.

3.3 Research Strategy: Quantitative Survey

This section presents the methodology of collecting data as the survey can cover many

participants, and each participant are asked the same question every time.

According to Neuman's (2014), the survey is also able to address many of these variables and

test multiple hypotheses simultaneously. In addition, Babbie (2009) pointed out that the survey

method in the form of self-administered questionnaires is cheap, and the participants answered

questionnaires can produce quantitative answers related to the study. During work hours or

lunch break, police personnel can be approached to answer the survey.

Babbie (2013) also emphasizes that the process of this sampling method leads to representative

samples of suspiciousness and should therefore be used for explanatory purposes, which is

applicable to this study. Different incentives such as cash have been provided to some

department head to urge their team members to participate in the survey.

3.4 Research Design

Quantitative approach has been adopted in this research. The results of this research were

generated from representatives of 172 samples from Bandar Baharu District Police

Headquarters in Kedah is the targeted population. In addition, a research method with self-

53
administered questionnaire survey will be conducted to collect the information regarding to the

individual of targeted participants on work itself, growth, promotion, recognition, job security,

salary, working environment, managerial relationship and job motivation. Ultimately, the data

collected from the targeted participants will be analyzed and explained by using charts, table

or chart methods in Chapter 4.

This study was descriptive and survey type; therefore the researcher used survey method to

obtain the appropriate information from the police personnel who were working in Bandar

Baharu District Police Headquarters in Kedah.

3.4.1 Techniques of Data Analysis and Tabulation

The information was collected through a job motivation questionnaire built by the researchers.

All scores on the job satisfaction survey are key into the Statistical Package for Social Sciences

(SPSS-25) database. Although multiple techniques can be used to evaluate type data in this

study, the researchers found that percentage and frequency techniques are more suitable for

this study. The data analysis techniques used depend on the purpose and objectives of the

study. For the purposes of this study, the results were generated by SPSS-25.

Two tables were also created through SPSS to summarize the overall frequency and response

percentage, the rating for hygiene and motivation variable levels. The total number of responses

to each dimension of the variable (ie, hygiene and motivation) was 172 (one hundred and

seventy two) and in both tables, their responses to the questionnaire were broken down by

percentage and frequency. One table contains responses to hygiene variables and the other table

contains responses to motivation variables

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3.4.2 Time Horizon

According to Saunders et al. (2012), research design requires a time span regardless of the

research method used. There are two types of time ranges which are cross-sectional and

longitudinal. Longitudinal studies will be repeated over a long period of time. Cross-sectional

studies are limited to a specific time frame.

The study was also limited to a specific time frame, so a cross-sectional time range was used.

According to Saunders et al. (2012), research design requires a time span regardless of the

research method used. This study was also limited to a specific time frame, so a cross-sectional

time horizon was used.

3.4.3 Data Collection

The data collection method most is the most important methodology in every research. The

process of data collection of guiding the collection, processing, and analysis to reports. There

are different ways to collect data, such as self-administered questionnaires, interviews, face-to-

face, discussion, phone calls, emails, feedback, and more. Primary data and secondary data are

the two methods of data collection (Sekaran and Bougie, 2016). The researcher will use primary

data for this study which data is directly collected from the field. As this study is cross-

sectional, data at a specific time are more appropriate.

The researcher has administered the questionnaire to the target population in person and

through a brief session before the respondent fills out the questionnaire given to them. In

addition, the study has also implemented an online self-administered questionnaire by using

Google Forms and distribution of hard copy of questionnaires. After the questionnaire was

distributed, the researchers collected the questionnaire directly from the respondents after

answering the questionnaire. The completed questionnaire is then automatically recorded into

55
an excel spreadsheet to simplify the process of transferring data to SPSS-25 for data analysis.

Samples of the questionnaire will be attached to the appendix of this research.

3.4.4 Primary Data

The primary data is mentions to the data collected actions directly from the initial experiencers.

Paraphrasing and improvement of the questionnaires from previous studies will assist

researchers in order to achieve similar or better results. In this study, I have distributed

questionnaires to respondents in Bandar Baharu District Police Headquarters in Kedah through

online forms in order to collect the important data.

3.4.5 Secondary Data

Secondary data is available data from the internet, where the data has been collected from

previous researchers. Besides, secondary data is usually been used for other purposes, such as

literature information for research papers. It's ready-to-use, existing data that is easily available

online.

The study implemented secondary data in Chapter 2 because it is readily available online and

the data that often used by researchers to support current discoveries on research paper. In

addition, secondary data for this study was collected through University of Sunderland online

database, on the internet sources and SegiSphere online databases, such as EBSCO, Emerald

Management Plus, JSTOR, Google and Business Source Premier. The literatures, research

papers and information from the online platform are easily to access and the evidence are solid.

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3.4.3 Sampling Design

3.4.3.1 Target Population

The target population of this research is mainly concentrated throughout the whole Malaysia.

Experienced policemen and fresh policemen with different education background is being

embarked for the participation in this research.

Participants of this survey within the organization based on accessibility, familiarity, and

willingness to participate in the study. As currently there is an estimate of 130,401 police

personnel as at February 2018. As the number of police personnel is 235.

For the purpose of this study, the sample of this study are the policemen and policewomen

whom are station in the Bandar Baharu District Police Headquarters in Kedah. As due to the

geographical dispersion of subjects or elements which might cause a problem, therefore a

sample was determined. With a total number of 235 police officers station at the Bandar Baharu

District Police Headquarters in Kedah.

3.4.3.2 Sample Size

According to Zikmund (2003), sampling is a subset of the population and an important feature

of each study. Sampling is the process of selecting a sufficient number of elements from the

population. During the sampling method, the chosen elements in the population are selected as

sample objects which will represent the entire population (Kumar, Talib & Ramayah, 2013).

Determining the right sample size is a very important issue because if the sample size is too

large, it will be time consuming and waste resources, and if the sample size is too small, it can

lead to inaccuracies in results and resources (Kumar, Talib & Ramayah, 2013). In determining

the exact number of samples, Saunders et al. (2016) recommended that the minimum sample

57
size for this study is 50+(number of variable 8 x 30). Based on the study, it is decided on a

sample size of 290 for this study.

3.4.4 Target Location

The target location for this research are concentrated in Bandar Baharu District Police

Headquarters in Kedah. The main reason for choosing this location is due to feasibility to the

researcher and the nature of their jobs. In addition, by distributing the questionnaire during

lunch time, possibility to get more responses in a short time is higher. With the data collected,

the sample can provide a great understanding of the characteristic of the policemen.

3.4.5 Sampling Technique and Sampling Frame

Policemen and policewomen posted and working in Bandar Baharu District Police

Headquarters are through estimation, non-probability sampling will be adapted in this research.

The distribution of the questionnaire will be in online method via Google Forms. In addition,

two sampling methods has been adopted in this research, such as purposive and snowball

sampling.

To obtain a representative sample of 290, it was determined that a probability sample is most

appropriate when each member of the population. Initially, this research adopted purposeful

random sampling method. The research questionnaire of this study will only be distributed to

the right people who meets the main requirements of this research. The requirements are that

they are working as a police officer. The questionnaire are handed out randomly to police

officers of the rank of constable until the rank of Assistant Superintendent of Police. As the

organisation consists of a few departments, namely Crime Prevention and Community Safety,

Management Department, Logistics Department, Internal Security and Public Order

58
Department, Narcotics Crime Investigation Department, Criminal Investigation Department,

Traffic Department and Special Branch Department.

Secondly, by implementing snowball sampling, it will be more effective and efficient to

distribute the research questionnaires through online. It is because after the survey is completed

by the respondent, survey questionnaire can be shared to their friends or family members who

meets the requirements through online networking. On the moment, online distribution of

research questionnaires can increase the number of responses in the shortest extent of time

compared to the printed version of the questionnaire.

3.4.6 Questionnaire Design

The creation of questions are based on the factors are from the literature review for the

questionnaire. Due to the national language of the country is the Malay language, the

questionnaire is developed in dual language which is in English and Malay Language. As

official language used by the RMP is the Malay Language which is also the national language

of the country. The main objective of the translation is because the wider understanding of the

Malay language and able to obtain a larger sample size.

The questionnaire are given out towards the participant in the police district of Bandar Baharu,

Kedah. Questionnaire was also uploaded into Google Form to enable the ease of answering the

questionnaire. The first advantage of online self-administered questionnaires are cost-effective,

time efficient, environmentally friendly, and many others as compared to conservative

interview questionnaires (eg, expensive, time-consuming, etc.). Besides, the second benefit of

distributing a self-administered questionnaire through a physical copy is time consuming, as

questionnaire could only reach the responses in a longer period of time when distributing the

questionnaire to the right person.

59
A cover page and ten section including the demographic questions to end the questionnaire. In

order to attract and encourage participants, a cover page is being used to provide clarification

about the survey as mentioned by Ruel et al. (2016). The importance of the research has been

explained in the cover letter with a friendly tone. Respondent and participants have been

thanked for their contribution in the note. Name and email as a contact of the researcher in case

of addressing any necessary questions or clarifications.

As a result, most of the respondents are satisfied with the online self-administered

questionnaire method. The reason is due to the convenience for respondents as they can answer

the questionnaire at anytime, anywhere and feel comfortable when they are answering the

questionnaire in a good condition. Most importantly, the self-administered questionnaires

method tend to have minimal possibility of bias and have the lowest invasiveness compared to

interview questionnaires method. In addition, most respondents will be more comfortable to

respond to self-administered surveys online.

The questionnaire is being created for this research (Appendix B) are made out of 10 parts

which were Section A (job security factors), B (growth factors), C (promotion factors), D

(reward factors), E (job security factors), F (salary factors), G (working environment factors),

H (managerial relationship factors), I (job motivation) and J (demographic questions) with a

total number of 64 questions. Eight variable questions are drafted to identify the factors

affecting the Public Servant Motivation

Each variable for hygiene and motivation is shown in a different table. The answers and

respondents for each of the hygiene and motivation variables and their frequency and

percentage of proportions are given. Five point Likert Scale i.e. ‘Very Satisfied’, ‘Satisfied’,

‘Neutral’, ‘Dissatisfied’, and ‘Very Dissatisfied’ were used to measured. Every variable is

reviewed independently under its list data. An analysis was performed based on the response

60
of each variable to find out how many percent of the respondents were satisfied or dissatisfied

with the variable. All 8 independent variable questions are created to identify the influence of

Intrinsic and Extrinsic Factors Towards Public Servant Motivation; A Case of the Royal

Malaysian Police Force in Malaysia will be asked based on section A until section H. Section

I are the dependent variable questions.

In this section, a series of statements relating to different factors influence the respondents are

requested, and the respondents are required to indicate their level of agreement with each

statement (Sullivan, 2009). Responses were summed up on a five-point Likert scale: 1 for

"strongly disagree", 2 for "disagree", 3 for "neutral", 4 for "agree", and 5 for "strongly agree".

A likert scale, is being commonly used as a rating measure in survey questionnaires to assess

respondents' attitudes, priorities, and subjective responses to reality. As many of the

respondents come from a lower-income group or a low background, as this is an easier method

for them to answer the survey.

An average of approximately 12 minutes are taken to go through the questionnaire. Data

collection via self-questionnaire is very effective and efficient. According to Sekaran & Bougie

(2016), the data collected from respondents is often comparable, objective and standard. This

research will provide online self-questioning (Google Forms) in terms of data collection.

3.5 Operationalization of variables

3.5.1 Motivating Factors (Intrinsic)

3.5.1.1 Work Itself (WI)

While in Section A, seven questions were set up in the questionnaire to test the compliance of

respondents towards work itself towards job motivation .The sources used in Section A was

61
from (Selamat, 2010) and the questions are altered slightly to accommodate the research

objective of job motivation. The questions are measured on a 5 point Likert-scale.

3.5.1.2 Growth (GF)

In section B, four questions were created in questionnaire. It is to test the respondents towards

growth in the motivator factors in job motivations. The sources used in Section A was from

(Lee, 2019). The questions are used to test the employees’ growth factors affecting the job

motivation in the workplace. The questions slightly transformed to acquaint to the research

objective of growth in the motivator factors in job motivations. The questions are measured on

a 5 point Likert-scale.

3.5.1.3 Promotion (HF)

Five questions are created to examine the promotion factors affecting the employee job

motivation. The source used in this factors are adopted from Selamat (2010) and Teck Hong &

Amna (2011). The questions are measured on a 5 point Likert-scale.

3.5.1.4 Reward (RF)

Question 1 are adopted from Selamat (2010), question 2 and 3 are from Noor (2018) and

question 4 until 7 are from Basheer (2016) for part D. these questions are used to question the

recognition factors affecting the job motivation for the police officers. The questions are

measured on a 5 point Likert-scale.

3.5.2 Hygiene Factors (Extrinsic)

Extrinsic motivation is the tendency to engage in activities with known external rewards,

whether they are tangible or psychological. It is described as a motivation which is the

psychological characteristics of human beings and can promote a person’s commitment

62
3.5.2.1 Job security (JS)

In section E, six question was created to test the respondents towards the job security in the

factor of job motivation. Questions 1 is adopted and adapted from Meerasingam, (2017).

Questions 2 till question 4 are adopted and adapted from Rajoo, (2016). Questions 5 is from

Selamat,(2010). Finally questions 6 is adopted from Khan, (2015). The questions are measured

on a 5 point Likert-scale.

3.5.2.2 Salary (SF)

Section F, seven questions are being used to test the salary factor towards job motivation.

Questions 1, 2 and 3 are taken from Mohd Salleh, (2012). Questions 4 is taken Mardhiah

Selamat (2010). Questions 5 and 6 star from Mohd Noor, (2018). The last question in this

section which is question 7 is adapted from Lee (2009). The questions are measured on a 5

point Likert-scale.

3.5.2.3 Work Environment (WE)

Six questions are being asked in section G. Question regarding the employees working

environment is being asked towards the respondent in respective to the job motivation.

Questions 1, 2 and 3 Salleh, (2012). Questions 4 till question 6 are selected and adopted from

Noor, (2015). The questions are measured on a 5 point Likert-scale.

3.5.2.4 Management Relationship (MR)

Section H consists of nine questions where questions regarding management style is being

asked towards the respondent. Questions 1, 2 and 3 are adopted from Salleh (2012). Questions

from Noor, (2015) are being used in questions 4 and 5. Questions 6 till question 9 are also

adopted from Basheer, (2016). The questions are measured on a 5 point Likert-scale.

63
3.5.3 Job Motivation (JM)

Section I, nine questions are adapted from Basheer (2016). This is an important part of testing

the respondents the job motivation as a dependent variable. The questions are measured on a 5

point Likert-scale.

3.5.4 Demographic Information (DI)

Part G is the last part, this is where simple demographic information are provided by the

respondents. Seven simple questions of the respondents are required to answer which is gender,

age, ethinc group, marital status, educational level, years of employment, and rank category.

Answering the order of the questions from easy to hard whereby respondents are provided some

answers to choose from to answer that best describes them.

Demographic questions should be best arranged at the end of the questionnaire according to

Bourque & Fielder (2003), as many respondents may find that demographic issues are boring,

which decreases the interest of responding to the questionnaire. The possibility of completing

the questionnaire are reduced. In addition, many respondents found that certain demographic

issues (such as age and income) are sensitive and very personal. By answering the demographic

questionnaire at the start would cause reluctance and uneasiness which would eventually affect

the results. Demographic questions placed at the end of the questionnaire is also being

supported by Parasuraman et al. (2006) which helps to avoid irritating the respondents and

embarrass the respondents to complete the questionnaire.

64
3.6 Constructs Measurement

3.6.1 Origins of Constructs

This section details out how the constructs will be operationalized through a series of questions

that are adapted and adopted from past research. The sources of questionaires used in this

project research are adapted and adopted from diverse sources as listed below:

Selamat (2010), Mohamad (2010), Lee (2009), Salleh (2012), Mohd Noor(2018), Teck Hong

and Amna (2011) Basheer (2016), Meerasingam (2017), Duria Rajoo (2016) and Khan (2015).

Each variable consist of questions asked are listed in table 1 below:

3.6.2 Dependent Variable

The dependent variable for this study is job motivation. This factor is operationalized by

adopting the questionnaire in the research done by (Basheer, 2016). There are a total of seven

questions, and are measured on a 5 point Likert-scale. All the questions asked for each variable

are as in table 1 below:

65
Table 2: Sources of Questions (Appendix A):
Factors Original Questions from
Influence Journal
Work Itself 1. I choose this profession
(WI)
because I enjoy the social
life.
2. I enjoy the school
environment.
3. As long as I can do what I
enjoy, I’m not that
concerned about what
grades or awards I can
earn.
4. My workplace is a great
place to develop
friendship.
5. When I do work well it
gives me a feeling of
accomplishment.
6. I feel a great sense of
personal satisfaction when
I do my job well.
7. My job increase my feeling
of self-esteem.
Growth 1. Royal Malaysia Police
(GF)
Force responsive to
66
Questions Adapted Sources
1. I chose this profession (Selamat,
2010)
because I enjoy the
social life.
2. I enjoy the police
environment.
3. As long as I can do what
I enjoy as a police
officer, I’m not that
concerned about what
rank or awards I can
earn.
4. My workplace is a great
place to develop
friendship.
5. When I do work well, it
gives me a feeling of
accomplishment as a
police officer.
6. I feel a great sense of
personal satisfaction
when I do my job as a
police officer.
7. As a police officer, it
increases my feeling of
self-esteem.
1. Royal Malaysia Police
Force (RMP) gives their
 employee input-there is
follow-up.
2. Royal Malaysia Police
Force gives the
opportunities for employee
involvement in
organizational decision-
making.
3. Royal Malaysia Police
Force support for
professional development.
4. Royal Malaysia Police
Force support for personal
development
Promotion 1. I seldom think about
(PF) grades and rewards
2. I will choose career
advancement rather than
monetary incentives
3. My job allows me to learn
new skills for career
advancement
Reward 1. I seldom think about
(RF)
grades and rewards
67
employee opportunities
and involvement in
organizational decision-
making.
2. Royal Malaysia Police
Force (RMP) is
responsive to employee
input there is follow up.
3. Royal Malaysia Police
Force (RMP) supports
professional
development.
4. Royal Malaysia Police
Force (RMP) supports
personal development.
1. I think about promotion. (Selamat,
2010)
2. I see opportunities for (Tan and
Amna,
my advancement.
2011)
3. I am satisfied with the
fair promotion offered by
the organisation.
4. I will choose agreed
advancement rather than
monetary incentives.
5. My job allows me to
learn new skills for
career advancement
1. I think about rewards. (Selamat,
2010)
 2. Rewards for exceptional
performance exist in the
organization
3. The rewards offered to the
employees are comparable
with the market offers
4. I get praised for doing a
good job
5. I get notice when i do a
good job
6. I can feel my efforts are
rewarded the way they
should be
Job Security 1. You fear the loss of
(JS)
employment
2. I am confident that I’ll be
able to work for my
organization as long as I
wish.
3. I am secure in my job.
68
2. The rewards offered to (Noor,
2018)
the employees at Royal
Malaysia Police Force
(RMP) are comparable
with the market offers.
3. Rewards from the Royal
Malaysia Police Force
(RMP) for exceptional
performance exist in the
organisation.
4. I get praised for doing a (Basheer,
2016)
good job.
5. I get noticed when I do a
good job.
6. I can feel my efforts are
rewarded the way they
should be.
7. Recognition is consistent
with the individual
contribution in Royal
Malaysia Police Force
(RMP)
1. I am not afraid of losing (Meerasin
gam,
my employment as a
2017)
police officer.
2. I am confident that I will (Rajoo,
2016)
be able to work for my
organization as long as I
wish.
 4. Regardless of economic
conditions, I’ll have a job
at my current organization.
5. By being a teacher, it
provides me with job
security.
6. My job will be there as
long as I want it
Salary 1. I am satisfied with my pay
(SF)
2. My pay is very secure
3. I am paid according to my
working experiences
4. This occupation allows me
to earn money
5. The salary I received
encouraged me to work
harder.
6. Wages and salary paid to
the employees is
competitive in the market
69
3. I am secured in my job
as a police officer.
4. Regardless of economic
conditions, I will have a
job at Royal Malaysia
Police Force (RMP).
5. Being a police officer (Selamat,
2010)
provides me with job
security.
6. My job as a police (Khan,
2015)
officer will be there as
long as I want it
1. I am satisfied with my (Noor,
2018)
pay.
2. My pay is very secure.
3. I am paid according to
my working experiences.
4. Being a police officer (Selamat,
2010)
allows me to earn a
stable salary.
5. The salary I received (Noor,
2018)
encourage me to work
harder.
6. Pay levels of Royal (Lee,
2009)
Malaysia Police Force
(RMP) is consistent with
comparable work in
other organisation.
Working 1. My workplace employees
Environmen
under good relations
t (WE)
2. My workplace provide
good safe work condition
3. My workplace provide
good work equipment.
4. There is a problem of
understaffing in my
department.
5. I often receive assignments
without the adequate
resources and materials to
complete them.
6. This company creates a fun
work environment for its
employees.
Manager 1. My supervisor is a
Relationship
responsible person.
(MR)
2. My supervisor praises my
good work.
3. My supervisor is
influential figure to me.
70
1. My workplace (Salleh,
2012)
employees under good
relations with each other.
2. My workplace provide
good safe work
condition.
3. My workplace provide
good work equipment.
4. There is a problem of (Noor,
2015)
understaffing in my
department.
5. I often receive
assignment without the
adequate resources and
materials to complete
them.
6. Royal Malaysia Police
Force (RMP) creates a
fun working environment
for its employees.
1. My supervisor is a (Salleh,
2012)
responsible person.
2. My supervisor praises
me for good work.
3. My supervisor is
influential figure to me.
 4. Not enough cooperation
from supervisor and
subordinates.
5. I often quarrel with
supervisors.
6. I can count on my manager
when I encounter
difficulties in my work.
7. I get on well with my
manager.
8. My manager is friendly
towards me.
9. My manager encourages
and supports my career
development.
4. My supervisor is (Noor,
2015)
cooperative person.
5. I seldom quarrel with my
supervisor.
6. I can count on my (Basheer,
supervisor when I 2016)
encounter difficulties in my
work.
7. I get on well with my
supervisor.
8. My supervisor is friendly
towards me.
9. My supervisor encourages
and support my career
development.

3.7 Pilot Test

To ensure the reliability of the questionnaire, the pilot test was conducted at the end of

November 2019. Questionnaire was tested through the pilot study to identify the defect in the

questionnaire which are going to be given out. In order to understand the level of understanding

of the respondents in the words contained in the instructions and questionnaires, this test is

required and should be tested using a reasonable sample representing the target population.

During the questionnaire was distributed for the pilot test phase, feedback on the questionnaire

was immediately identified. Some questions were confusing, unclear, hard to understand and

redundant. Opinions from the respondents are being recorded and changes are made towards

the issues and mistakes was raised upon conducting the pilot testing. The final questionnaire

71
was given to Ms. Lum for the final approval before the final questionnaire which is in Bahasa

Malaysia and English versions are being given out. A copy of the questionnaire is attached in

the appendix of this study.

There are some positive and negative feedback on work clarity and direction. The issues such

as different meanings for the same questions in the English and Malay questionnaires which

were ratified. Overall, the interviewees worked well with researchers to answer questions

correctly. These values also indicate that the questions in the questionnaire provided are

appropriate for this study to assess job motivation

3.8 Data Preparation and Processing

The process of converting ordinary data collected, into valuable information into a form of

data, is data processing. Checking of questionnaire and data coding are included into the

process. Each questionnaires are checked ensuring all questions are answered. A number of

250 questionnaire out of 70 physical and 102 online survey collected (Table2) all within a

number of 35 days. Therefore a total amount of 172 questionnaires are being used for this study.

Questionnaires Quantity

Distributed 250

Collected 172

Useable 172

Discarded 172

Table 3: Physical Survey Count

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The targeted response rate was reached in this study at 68.8%, as high response rates would

reduce the risk of non-responsiveness according to Babbie (2013). In addition to incomplete

questionnaires, errors such as respondents did not follow the questionnaire, or some missing

questionnaire pages were considered. In short, this process is to validate the given

questionnaire and it is compiled, and the answers and data collected are complete, accurate and

consistent as stated by Saunders et al. (2016).

The next process involves the encoding of data in which the collected data is recorded numeric

code. This process improves the speed of data entry by using the numeric keypad on the

keyboard to minimize errors as mentioned by Saunders et al. (2016). Numbers will be provided

for all categories of scales used in the questionnaire to make data entry simple and easy. After

the data is coded, it is transferred to computer software, where in this study it uses SPSS

Version 25 (Statistical Package for Social Science 25) for Windows that is designed

specifically to analyze quantitative data.

3.9 Data Analysis

Data screening was used to identify the invalid data and unanswered questions in this study.

Normality and Linearity test were conducted during the data screening process. Data analysis

is a method that assist researchers conduct an orderly test of data to arrive at an explanation

and help testing the hypotheses. It helps researchers inspect, transform, and model the data

collected from respondents in order to generate data to draw conclusions and recommendations

(Saunders, et al., 2012).

After accumulating the data, the researchers performed some exercises to encode the data and

record the data. In addition, in order to describe the main features of the sample, the researchers

also used mean, standard deviation and other descriptive statistical tools. In this study, the

73
researchers used SPSS version 25. Reliability analysis is applied to excesse the stability of the

measuring instrument.

3.9.1 Reliability Testing

The reliability measurements will indicate the stability and consistency of the concept and helps

to assess the “good or bad metrics” Hair et al., (2006). In addition, the reliability of the

measurement will indicate the range to which the measurement is not biased (no error), thus

ensuring consistent measurements across projects across the instrument. Cronbach‘s alpha is

the tool being employed to ensure the reliability. Based on Hair et al., (2006), if the value of

Cronbach's Alpha which is less than 0.5 it indicates that it is low reliability (and thus opens for

some errors). If the value of the Alpha is within 0.6, it has an acceptable reliability, and if the

value exceeds the value of 0.7 it is considered good. The value exceeds 0.8 is to be considered

an excellent.

The Cronbach’s Alpha (Coefficient) and Internal Consistency

Scale Interpretation

α > 0.8 Excellent

α > 0.7 Good

α > 0.6 Acceptable

α < 0.6 Poor

Table 4: Interpretation of Scale by Cronbach’s Alpha

Source: Hair, J., Black, W., Babin, B., Anderson, R., & Tatham, R. (2006).

74
3.9.2 Frequency analysis

The frequency analysis will be used for demographic factors or any project measured by

nominal scale, such as age, experience, and job rank. Such analysis helps determine whether

certain demographic factors influence motivating factors (intrinsic), hygiene factors (extrinsic)

employee motivation.

3.9.3 Descriptive Statistics

Descriptive statistics is being used to test the mean and standard deviation of the main variables

of the study. It will be done on the variables measured in intervals or ratio scales. To this end,

it is used to determine motivating factors (intrinsic), hygiene factors (extrinsic) employee

motivation are interrelated. It is used to calculate the mean and standard deviation of the

variables. This is to determine the importance of each dimension separately (Sekaran, 2016).

3.9.4 Inferential Statistics

In order to test the hypotheses proposed in this study, inferential statistics were used. In

particular, correlation analysis is used accordingly to determine a bivariate relationship

between two variables measured on at least one interval scale. Correlation coefficient (r) or

Pearson correlation test will be used to determine motivating factors (intrinsic), hygiene factors

(extrinsic) employee motivation and work performance are interrelated.

The correlation coefficient values range from -1.00 to +1.00, while the +ve or –ve symbols

indicate the relevant direction. A positive sign indicates a direct correlation between the two

variables, while a negative sign indicates a negative correlation between the two variables. It

gives two information about the relationship between the two variables. In order to test the

significance of the linear relationship, a hypothesis test was performed on the correlation

between the dependent variable and the independent variable.

75
In order for the correlation to be classed as significant, a correlation of 0.5 or higher must be

achieved. When the number is close to 1 value, the correlation will be stronger. The

interpretation of the strength and results from the Pearson correlation analysis is based on

Guilford's rule of thumb.

The Guildford’s Rule of Thumb

Size of Correlation Interpretation

0.90 to 1.00 (-.90 to –1.00) Very high positive (negative) correlation

0.70 to 0.90 (-.70 to -.90) High positive (negative) correlation

0.50 to 0.70 (-.50 to -.70) Moderate positive (negative) correlation

0.30 to 0.50 (-.30 to -.50) Low positive (negative) correlation

0.00 to 0.30 (.00 to -.30) Little if any correlation (weak)

Table 5: The Guildford’s Rule of Thumb

3.10 KMO and Bartlett

KMO and Bartlett tests are used to review the applicability of data using factor analysis.

Barlett's Sphericity test and Kaiser-Meyer-Olkin (KMO) tests were performed to determine if

a large number of correlations between projects were reasonable to rationalize the factor

analysis. In much simpler terms, KMO is used to quantify the adequacy of samples with two

factors removed. A Bartlett test is performed to test the multivariate normality of the set

distribution. A significance value of p <0.05 indicates that the data did not produce an identity

matrix or differ significantly from the identity (George & Mallery, 2000). As shown in Table

6 according to Kaiser (Dou et al., 2013) for the correlation strength is shown in the table below.

76
 Interpretation of Strength of the KMO / MSA.

KMO / MSA Interpretation

0.9 and above Quite suitable

0.8 – 0.9 Suitable

0.7 – 0.8 Generally suitable

0.6 – 0.7 Not quite suitable

Under 0.5 Not suitable

Table 6: KMO and Bartlett’s Test

3.11 Ethical Issues in Data Collection

The data collected are used for your own research data is only for academic purposes, no

commercial value. The data collected through the questionnaire will be destroyed after analysis

of this research. The response given by the respondent, should not be interfered with personal

opinions. Anonymity was guaranteed to the respondents. They were reassured that their

responses was given by them could not be tracked back to them and their responses will be

destroyed upon completion of this study.

3.12 Limitation of Research Methodology

There are some limitations when using self-administered questionnaires in this research. First,

the result outcome from this research method may not be accurate, as explanation for each

question are hardly to provide. Therefore, it is quite difficult to know about the respondents

have fully understanding the meaning of each question. Second, the design of this research

questionnaire must be simple and easy to understand, but there are participants are reluctant to

77
read long questions. Lastly the sensibility of revealing their personal private information such

as salary.

3.13 Conclusion

This chapter clarifies all parts of the research methodology used in this study. The researchers

described the research methods used in the study and detailed the subjects based on

demographic of population and sample size, questionnaires, and how to manage them. The

collected data has been analyzed using SPSS version 25 and the results are described in Chapter

4.

78
 CHAPTER 4: RESULT ANALYSIS

4.0 Introduction

The respondents’ response was collected and interpreted in the SPSS software and numerous

test and analysis was carried out. To answer they hypothesis in this study, the descriptive

analysis, reliability test, and inferential analysis (Pearson Correlation) are conducted to analyse

the data which have been collected from the respondents.

4.1 Descriptive Analysis

Descriptive analysis describes the respondents’ characteristics in this research. Key features

of the respondents are being described in Table 7.

Gender Frequency Percentage

Male 113 65.7

Female 59 34.3

Age Frequency Percentage

25 and below 7 4.1

26 - 35 105 61.0

36 - 45 47 27.3

45 - 55 8 4.7

50+ 5 2.9

Ethnicity Frequency Percentage

Malay 34 19.8

Chinese 93 54.1

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 Indian 14 8.1

Others 31 18.0

Marital Status Frequency Percentage

Single 41 23.8

Married 125 72.7

Divorced 2 1.2

Widowed 4 2.3

Education Level Frequency Percentage

SPM 42 24.4

STPM 18 10.5

Certificate 3 1.7

Diploma 14 8.1

Degree 84 48.8

Masters 11 6.4

Table 7: Demographic of the Respondents

Table 7 shows the respondents main characteristics who have participated in the questionnaire

offline and online. Majority of the respondents which is the male which consist of 65.7% and

the female respondents were at 34.3%

Based on table 7, 4.1% of the respondents are aged 25 years old and below, followed by aged

26 till 35 years old (61%). Respondents aged 36-45 years old consist of 27.3% of the

respondents, aged 46-55 years old consist of 4.7% of the total respondents, while only 2.9% of

the respondents are aged 55 to 60 years old.

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Table # shows the majority ethnicity of the respondents come from the Chinese population

which consist of 54.1% of the total response. 19.8% response come from the Malay ethnicity,

8.1% are the other ethnicity respondents followed by the Indian ethnicity 8.1% response.

In relation with the marital status of the respondents based on table #, married status of

respondents which makes up of 72.7% of the respondents. Followed by the single status of

23.8%, widowed respondents of 2.3% and the divorced respondents of 1.2%.

Table # describes the education level of the respondents, the SPM respondents consist of

24.4%. Whereas the STPM respondents consist of 10.5%. 1.7% are from the Certificate level.

8.1% are from the Diploma level. 48.8% Degree level, 6.4% Master level and whereas there

are no respondents from the PhD level.

4.1.1 Years of Employment Analysis

Category Frequency Percentage (%)

Below 5 years 28 16.3

5 - 10 years 35 20.3

10 - 20 years 81 47.1

20 - 30 years 17 9.9

30 - 40 years and above 11 6.4

Total 172 100

Table 8: Years of Employment of Respondents

With regarding to the years of employment, 16.3% of the respondents have worked for 5 years

and below. Whereas 20.3% of the respondents consist of the respondents have worked for 5 till

10 years. Employee with 10 till 20 years of employment consist of 47.1%. Employees with 20

till 30 years and 30 till 40 years and above consists of 9.9% and 6.4% respectively.

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4.1.2 Rank Category Analysis

Category Frequency Percentage (%)

Assistant Commissioner of Police 1 0.6

Superintendent of Police 2 1.2

Deputy Superintendent of Police 1 0.6

Assistant Superintendent of Police 6 3.5

Inspector 9 5.2

Sub-Inspector 1 0.6

Sergeant Major 0 0

Sergeant 22 12.8

Corporal 88 51.2

Lance Corporal 33 19.2

Constable 9 5.2

Total 172 100

Table 9: Rank Category of Respondents.

Assistant Commissioner of Police consist of 0.6% of the respondent, whereas 1.2% of the

respondents come from the rank of Superintendent of Police. Deputy Superintendent of Police

consist of 0.6% followed by the rank of Assistant Superintendent of Police of 3.5%. Only 5.2%

of the respondents are from the rank of Inspector and 0.6% of the respondents come from the

rank of Sub-Inspector. There are no respondents from the rank of Sergeant Major. Out of 12.8%

of the respondents come from the rank of Sergeant and the majority of the respondents come

from the rank of Corporal (51.2%). Meanwhile 19.2% of the respondents come from the police

rank of Lance Corporal of 19.2% and the police rank of Constable consist of 5.2%

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4.2 Reliability Analysis

The reliability analysis was to create a consistent result by using Cronbach's Alpha reliability

test. It is a measure to determine that random errors are free from this measurement.

From the number 0 until 1 are the measurements of Cronbach's Alpha. The closer the number

of Cronbach's Alpha towards 1, the internal consistency of the items in the scale is better.

Based on the recommendation provided by Hair et al., (2006), the scale above 0.6 is to be

considered a high reliability. Whereas the scale of reliability level which indicate the result

below 0.6 is to be omitted.

The rule of this of Cronbach's Alpha test is shown in table 4 in chapter 3. If the results of the

Alpha is less than 0.7 it is to be considered unacceptable and invalid. The results are shown in

the table # below. PF1 delete why due to the low reliability results of 0.607 then by removing

the PF1 to increase the value of Cronbach Alpha of 0.607 and to increase the reliability 0.658.

WI3 is deleted becoming the value of 0.706 from 0.693. WE5 was deleted become to increase

the reliability results of 0.557 to 0.717.

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 Variables N of Items Cronbach’s Strength of
Items Drop Alpha the
Relationship

Dependent Job Motivation 7 0 0.882 Excellent

Variable

Independent Work Itself (WI) 7 1 0.706 Good

Variables
Growth (GF) 5 0 0.832 Excellent

Promotion (PF) 5 1 0.658 Acceptable

Recognition (RF) 6 0 0.757 Good

Job Security (JS) 6 0 0.736 Good

Salary (SF) 6 0 0.807 Excellent

Working Environment 6 1 0.717 Good

(WE)

Managerial 9 0 0.920 Excellent

Relationship (MR)

Table 10: Reliability Test Results for All Variables

The results of Cronbach’s Alpha are generated from the SPSS 25 software. The results all are

above the value of 0.7. All the items are considered reliable and valid to measure the job

motivation of the police officer.

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4.3 KMO and Bartlett’s Test

Table 11: KMO and Bartlett’s Test Results

According to Hair et al. (2010), the minimum index value of Kaiser-Meyer-Olkin (KMO)

should be greater than 0.50 whereas for Bartlett's Test of Sphericity on the other hand must be

significant at P <0.05 for a factor analysis to be considered appropriate. Based on the table #

above, the value of KMO is 0.868 which is good. The value of the Bartlett’s test is also

significant where the p-value is less than 0.05.

According to the Kaiser-Gutman rule of thumb, factor analysis should be performed taking into

account factors with eigenvalues greater than or equal to 1, and the extracted factors used to

cut off factor load must have a cumulative eigenvalue of at least 60% or greater. Therefore,

only one dimension or factor of the work stress determined based on the factor analysis results

of the work stress. Table 4.5 above summarizes that only 12 of the 18 projects have job

motivation score load factor exceeding 0.5. Therefore, only 8 items meet the requirements of

reliability testing, and these correlations will be used for further analysis of job motivation

during correlation and multiple regression analysis testing.

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4.4 Normality Test

Normality tests are measured by researchers using Skewness and Kurtosis. As suggested by

Hair et al., This study will use ± 1.96 as the value for skewness and kurtosis. (2009). Based on

the table below, Skewness and Kurtosis value for the Job motivation, Work Itself, Growth,

Promotion, Recognition, Job Security, Salary, Working Environment, and Managerial

Relationship are between ±1.96 which shows the normality of the data.

Variables Skewness Kurtosis

Values Std. Error Values Std. Error

Job Motivation (JM) -0.184 0.185 0.039 0.368

Work Itself (WI) -0.476 0.185 1.433 0.368

Growth (GF) -0.461 0.185 -0.007 0.368

Promotion (PF) -0.071 0.185 -0.405 0.368

Recognition (RF) 0.046 0.185 0.187 0.368

Job Security (JS) -.0.480 0.185 0.681 0.368

Salary (SF) 0.186 0.185 -0.249 0.368

Working Environment -0.411 0.185 0.499 0.368

(WE)

Managerial Relationship -0.627 0.185 0.333 0.368

(MR)

Table 12: Skewness and Kurtosis Values

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4.5 Pearson Correlation

Eight independent variable is being tested by the Pearson Correlation analysis to forecast the

outcome of the dependent variable.

All independent variables were included to describe the best independent variable

combinations for predicting dependent variables. This regression analysis was performed to

determine the relationship between Work Itself, Growth, Promotion, Recognition, Job Security,

Salary, Working Environment, Managerial Relationship and job motivation of the police

officer.

Independent Beta P-value Pearson Strength of the Sig.

Variable Correlation Relationship
Coefficient
(r)

H1 Work Itself 0.118 0.151 0.527 Moderate 0.151

H2 Growth -0.019 0.829 0.509 Moderate 0.829

H3 Promotion 0.228 0.008 0.557 Moderate 0.008

H4 Reward 0.097 0.225 0.485 Not Significant 0.225

H5 Job Security 0.165 0.022 0.472 Not Significant 0.022

H6 Salary 0.010 0.913 0.503 Moderate 0.913

H7 Work 0.059 0.480 0.498 Not Significant 0.480

Environment

H8 Managerial 0.266 0.00 0.533 Moderate 0.00

Relationship

Table 13: Pearson Correlation Results

All the 8 variables are compiled together. Based on the result only on the analysis above the

following variables such as work itself, growth, promotion, salary and managerial relationship

are significant.

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The following variable such as reward, job security and work environment are not significant

towards the job motivation of the police officer as the results shows that the p-values are more

than 0.05.

Managerial relationship consists of the highest Beta value of 0.266, which is the highest value

among the eight dependent variables, followed by the promotion at 0.228. With the sig. value

for promotion, job security and managerial relationship are less than 0.05 showing a significant

influence on the job motivation.

4.6 Research Outcome

Summary of the outcome of this research are shown at the table ## below.

Hypotheses Findings

H1 Work itself positively influence police personnel’s motivation. Accepted

H2 Growth influence positively influence police personnel’s Accepted

motivation.

H3 Promotion positively influence police personnel’s motivation. Accepted

H4 Reward positively influence police personnel’s motivation. Rejected

H5 Job security positively influence police personnel’s motivation. Rejected

H6 Salary positively influence police personnel’s motivation. Accepted

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 H7 Working environment positively influence police personnel’s Rejected

motivation.

H8 Managerial relationship positively influence police personnel’s Accepted

motivation.

Table 14: Summary of the Research Outcome

4.5 Conclusion

By using SPSS software for data analysis, and then further generate results for discussion.

The next chapter will discuss the findings thoroughly and then make recommendations for

further research.

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 CHAPTER 5 DISCUSSION, CONCLUSION, AND RECOMMENDATION

5.0 Introduction

The purpose of this study was to understand the impact of intrinsic and extrinsic factors that

would affect the job motivation of the police officers. Using a quantitative method, a survey

was conducted to identify to find out whether factors such as recognition, work itself,

promotion and growth, salary and pay, working environment, and managerial relationship that

world affect the job motivation of the police officers.

After the data analysis is complete, the generated results are discussed in detail in this chapter.

This chapter will provide a comprehensive explanation of the research results, summarize the

limitations of the research, and make some suggestions for future research. The conclusion of

this chapter will be the conclusion of the entire study.

5.1 Discussion of Hypotheses Results

Eight hypotheses was created to investigate which are the factors that will affect the job

motivation of the police officers. This part of the chapter discusses the results and finding of

the study. The next part will better illustrates the hypothetical statement and the results

obtained.

5.1.1 Work Itself towards Police Job Motivation

This study found that the factor of work itself has a moderate relationship with job motivation.

As the role of a police officer is to face the public to ensure the safety and the security of the

country. Police officers are satisfied with their job responsibility which were given to them.

The understanding the job responsibility and the high job attachment upon doing their daily

job. As there are complex and challenging tasks faced by a police officer and they require high

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job commitment, and job motivation can increase the commitment of one to be excited on their

job.

As in the police force, police officers need to be prepared mentally and physically ready for

work regardless of time and work hours which are not fixed based on importance and needs.

Police officers are trained when they set foot in the training centre. Police officers are

introduced to their job responsibility and they are trained with the necessary skills during their

time in the training centre to become a police officer. Job scope of the police officers is to

ensure peace which is a priority, as the job scope is not fixed with 8 hours. Despite that, the

working hours of the police hours is similar to those government agencies, but the work

environment is highly unpredictable, risky and challenging.

Based on this study, this shows that the work itself is not a burden to the police officers. This

may due to the sufficient training which has been provided to the police officers and they are

used to the work which has been assigned to them. Work tasks have been assigned to them

were seen to be fair and impartial from workload and work hours. This is a good finding, as

anything seen as impartial or biased would lead to a demotivated workforce.

If this situation is maintained, this can strongly increase the job motivation of the police force

as the work itself have a positive relationship with job motivation for the police officers

stationed in the police district of Bandar Baharu, Kedah.

5.1.2 Growth Towards Police Job Motivation

The growth plan is too able to retain the best employee in the workforce and allow the

individual to help the organisation to achieve the organizational goals. Commitment of their

growth in their career impacts the job motivation as a police officer. As police officers are

inclined on their skills development, this reduces their tendency of leaving the organisation for

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other jobs. As the RMP adopt the career-oriented employees system, the police officers are

more motivated in their job and unlikely to leave the organisation. Growth in the form of

training would enhance the learning process to improve its performance and motivational level.

This allows the police officers to obtain the necessary skills and capability which increases

their job motivation to do police task to do their task more effectively and efficiently.

This conclude that high growth would improve the job motivation of police officers.

5.1.3 Promotion Towards Police Job Motivation

Promotion has a moderate relationship with the job motivation. Due to the RMP structure, as

the system rank is being practiced within the police force, as is the rank promotion system in

the RMP has become an example. The promotion system in the RMP is being practiced based

on the pointing-system. As the merit system only promotes the police officers who deserved to

be promoted.

The promotion system in the RMP must be transparent, fair and impartial. This is to ensure that

the police officer to know where they stand and allow them to know that the chance for

promotion is open to those who are positivity minded and consistently improving themselves

not for their own benefit but also towards the organisation that the RMP. If the unfair promotion

is being practiced within the RMP without any corrective action being taken, this will damage

the working mentality and job motivation of the police officers. This would create a negative

impact towards the job commitment and motivation of the police force in the long

run.

Promotion for the police officer increases the salary of the police officer. This would be an

added value to the promotion they receive which will motivate the police officers. Promotion

given towards the police officer helps to improve the job motivation of police officers in the

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RMP. This fair promotion system and the clarified promotion plan in the RMP, allows the

police officers to be motivated in their job and strive harder for better promotion.

Therefore the promotion system is vital to ensure the police officer to be motivated in their job.

5.1.4 Reward Towards Police Job Motivation

The rewards has no significant relationship with job motivation. The rewards system does not

trigger or increase the police officers job motivation in any aspects of their current job. As the

rewards have no value towards the police officers, as reward does not create a lasting

motivation.

The rewards system does not motivate the employee, as the reward system is not encouraging

enough to challenge others to perform better. Placard awarded to the police officer who

perform well on duty is not able to motivate them enough. Rewards are predictable it as it is

rewarded by the supervisor to those who they prefer which are bias. Therefore loses its

motivational appealingness to the police officer. As police officers are people with integrity,

as rewards is to be considered a bribe for them to perform better. The reward system makes the

police officers to be less enthusiastic and would not affect their job motivation. As in the public

sector, rewards are not being considered by the public servants. As their fear of punishment

from the rewards being received by them especially who those enforce the law.

As the reward they receive is only a one time basis during their service as a police officer.

Some reward of award or placard they receive does not contain monetary incentives, thus this

does not motivate the police officer to work harder to achieve the award.

Therefore the reward is not a significant towards the job motivation of the police officers.

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5.1.5 Job Security Towards Police Job Motivation

The job security has no significant relationship with job motivation. As police officers are

mostly adventurous. They are not afraid of losing their life, where losing their job is just a small

part of it. As the job security is usually higher in government organisation than other business

organisation. Job security in the RMP is high, the rate of losing their job is very low. They do

not have the fear of losing their job, they would enjoy the adventure to seek a new job. There

are high job vacancies for other jobs that relate to the security field made available to them in

Malaysia especially in the private security sector.

Incompetence of the police officer would not cause them to lose their job but misconduct and

breaking the law would end up losing their job which would take them a long period of time.

Firing a public servant is much more difficult in Malaysia. As the police officers would not

think of losing their jobs unless they did not follow the law.

5.1.6 Salary Towards Police Job Motivation

Salary has an excellent relationship with job motivation. Police officers in the RMP are

dissatisfied with the low salary provided to them by the government. As the job responsibility

is not equivalent to the pay grade given to the police officers. With a sufficient salary given to

the police officer, this would encourage them to work more effectively.

With their high education level of the police officers, the police officers only receive a pay of

a high school graduate. High cost of living along cause their pay to be insufficient with the pay

the police officer that they receive. With low pay, occupational stress have a significant impact

towards its job motivation. The low salary received by the police officer would be very

insignificant to them as they are more qualified to obtain a higher paid salary. As the salary

and allowances they received are not capable to afford to rent or buy a house

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As the majority of the respondents consisted of the low rank officers with a possession of a

degree where the police officers. The salary would be very significant towards the motivation

of the police officers as police faced challenging working hours.

With the new salary packages to be implemented, the effects of the job motivation of the police

officer can be easily identified. Such programs such as the salary increment can be attractive

to the employees and able to alter their perception towards their job motivation. This study

shows proper salary and benefits given towards the police officer have a higher job motivation

and commitment towards the organisation. This would eventually increase the job performance

to be more effective and efficient.

Therefore it is important that the RMP administration to allocate the right portion of the budget

for the salary of the police officers to ensure to retain their top performers in their organization

form leaving and opting for early retirement.

5.1.7 Working Environment Towards Police Job Motivation

Working environment has no significant relationship with job motivation. As compared with

other government agencies, there is no doubt that the police force have received in terms of

more and better equipped facilities and equipment. With minimal equipment provided to them,

the police officers are still able to serve the stakeholders without affecting their job motivation.

As the nature of the job, the job safety of the working environment does not contribute to the

job motivation of the police officers. Roadblocks, arresting the offender, responding to cases

and elimination of gangsterism which are job nature of the police officers are usually of high

risk and injury prone towards the police officers. There are high risk faced the police officers

as their occupational hazards are much higher to other jobs. This exposure faced by police

officers are not affecting their job motivation as they know the risks of their job.

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Police officers are usually adventurous as they are also trained in jungle warfare in their

training. Police officers can work on difficult task in all sorts of conditions. They are trained

and are fit to perform and completing their tasks that are assigned to them in any working

environment with the scarcity of equipment. This shows that the working environment does

not affect the job motivation of the police officers.

5.1.8 Managerial Relationship Towards Police Job Motivation

Managerial relationship has a moderate relationship with the job motivation. With the era full

of challenges, the RMP needs more quality and qualified leaders to manage the police force

better. This means that the leader in the RMP need to play two roles at the same time which is

a leader and a manager.

In this study shows that a good leadership has been displayed. As the police officers place the

trust towards the decision and action of the leadership within the RMP. The trust shown by the

subordinate police officers towards its leadership would create a positive environment to

increase the job motivation of the police officers. Supervisors ensuring their safety and

reminding of the standard operating procedure to ensure work effectiveness and efficiency for

their police officers would also prevent injuries and accidents. As good supervisor can inspire

their police officers to carry out their work with more quality and increase its job motivation

of them.

The police officers in Malaysia are obedient and follow the orders of the inspirational

supervisor despite disagreeing on their orders and instructions of their supervisors that does not

show good leadership qualities. This poor leadership qualities shown by the supervisors cause

the drop in job motivation of the police officers. With a good cooperative between the

supervisors and the employees can help improve its social relationship and job motivation. As

in the police force there are a lot of police officers with different characteristics and supervisor

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have to manage them carefully. Cooperative police officers with its supervisors, conflicts can

be avoided in the workplace. Conflicts can cause the demotivation of police officers. This can

cause occupational stress which will drop the motivation of the police officers.

Unfair treatment by supervisors, unhelpful and unapproachable supervisors, lack of

liaison from supervisors, weak supervision of leaders and supervisors and unjustified

performance appraisal practices are considered factors that affect the job motivation among

police officers. Poor supervision has an effect on employee job motivation.

5.2 Implications of Study

The finding from this study shows that form the reward, job security and work environment

does not significantly influence job motivation among the police officers. Whereas, the other

variable such as the work itself, growth, promotion, salary and managerial relationship does

significantly affecting the job motivation among the police officers. From the result show, the

most influencing factor is the managerial relationship

5.2.1 Managerial Implication

This study explains the impact of the towards the job motivation of the police officers in the

police district of Bandar Baharu, Kedah. This study can be an advice or a signal towards the

management of the police district especially the district, continent and the national human

resource department to ensure the improvement of employee management practices for the

future and improving the employee performance towards the organisation to be more efficient

and effective. This is because human resource management or in the police force is known as

the administration department is one of the vital departments for the organisation to become

more adequate in the modern world. As the motivation level of the police officer will have a

great comprehensive impact towards the general performance of the police uniform body.

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This study will help and support the police management department in the development of the

management policy towards the work itself, promotion, pay, working environment, and other

factors that would relate to the employee motivation that would affect the job performance of

the employee in the organization. In addition, the study will also help the police department to

strike a balance between strategic work-life and organizational commitment to improving the

overall performance of the police officer.

Finally, in addition to contributing knowledge on the impact of intrinsic and extrinsic

factors towards the public servant motivation at the case of the Royal Malaysian Police Force

in Malaysia for the district of Bandar Baharu, this study helps other districts because of similar

work conditions throughout the country. Therefore, the findings of this study can be used

to interpret and explain the scenario at other police officers throughout Malaysia. This study

of the practical experiences which are similar can be applied to other districts beyond the

increase sample size of this study

5.2.2 Theoretical Implication

This study makes important contributions to the motivation and hygiene theory that support the

research framework. This study provided a unique opportunity to expand resource-based theory

and knowledge-based theory to explain the process among employees motivation in public

sector organizations leading to improved performance. The theories suggest that elements of

internal resources such as intangible resources or assets within an organization may be

considered as critical factors affecting job motivation (Barney & Felin, 2013; Foss, 2011; Coff

& Kryscynski, 2011).

The theoretical implications of this study are that they can provide additional contribution to

studies on intrinsi, extrinsic factors and job motivation. In addition, this study uses a theoretical

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framework that addresses workforce issues and their relationship to job performances in

explaining police district of Bandar Baharu, Kedah.

The report shows that the research-driven knowledge can be applied to other relevant

government department outside and inside the Malaysian context, making it more in-depth and

appropriate for the rest of the world. From this, it is clear that theoretical postulation can be

applied to similar academic environments. In short, this study is a theory that is given to the

understanding of the phenomenon under study. As the current study shows that the relationship

between the various factors (work itself, growth, promotion, salary and managerial) from the

intrinsic and extrinsic factors affecting the job motivation of public servants in the case of

police officers in the RMP. As this will contribute towards the organization and improving the

factors that can improve the job motivation of the police officers.

The findings from this study contributes to the literature on the impact of job motivation in the

public sector, intrinsic factors and extrinsic factors especially in improving the employee

motivation therefore improving economy in Malaysia. The right implementation of

management practices and cultivating corporate entrepreneurship can have a significant

positive impact on employee motivation which would improve overall performance and

employee performance. Therefore, knowledge management and corporate entrepreneurship are

a beneficial resource for the organisation and a driving force for the development in non-profit

organizations in government sector.

This study has identified factors related to the motivation of public servants in the government

of Malaysia, thus contributing to motivation-hygiene theory and expanding job motivation

literature. A theoretical model has been developed to measure the effectiveness of extrinsic

and intrinsic factor in influencing job motivation for public servants. The model also recognizes

the role of public service motivation as an intermediary to create a significant knowledge

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management impact on job performance. It shows that the more managers or supervisors

demonstrate their knowledge in management, the higher the level of increasing their motivation

and, in turn, improving their performance (Jayaweera, 2015, Jankingthong & Rurkkhum 2012)

5.3 Limitations of the study

Several limitations towards this research was identified. First of the limitation was this research

may not represent all the police officers that work in RMP throughout Malaysia in every police

district as only a number of 172 responded data was collected from the respondent. Therefore

the results and determined may not be applicable for every police personnel throughout

Malaysia. As this study is conducted in the Northern region in Malaysia.

Due to the small number of personnel of police officer in the police district of Bandar Baharu,

Kedah just with a total number of 235 just a total number of 172 respondents’ response. A lack

of 118 response from the desired sample size of 290. As stated at chapter 3.

Financial constraints also limit the researcher to conduct the study. As the budget is not enough

as the researcher is not able to cover beyond the Northern region of Malaysia, especially in the

West of Malaysia which is Sabah and Sarawak. The budget provided towards the researcher

for the respondents therefore reply is slow but sure for those who responded are sincere. No

bias or prejudice answers are provided by the responded. Took a long time to respond to the

questionnaire as this studies is only restricted from the researchers financial capability. As this

study does not reflect the police officers based in Sabah and Sarawak.

5.4 Recommendations

The RMP should help its police officers to be psychologically, emotionally and physically

prepared to deal effectively with a career. Organizations, governments or the private sector

should plan and implement stress management programs to help employees cope with

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occupational stress to increase job motivation. As the police force does not differ much from a

private company or business organisation.

For example, the basic steps of job motivation, basic motivation management procedures and

method to estimate employee motivation level can be learnt at the education stage.

Organizational management put an effort to their work to enable them to identify the employee

with personalities that are appropriate and suitable for certain work positions and different

working environments within their organization. Activities within the organisation such as

training, selection, job design, payment scheme, promotion criteria’s and others activities

should be emphasized by the relevant management department in the department. This effort

by the management department would benefit them with a suitable working environment by

boosting their job motivation.

The findings of this study shows that RMP should help its police officers to prepare them

prepare well physically, mentally and emotionally to suit their daily tasks. Opportunities for

the police officers should be made available to them for coming up with ideas especially in

planning and organizing their own work to enable them to work more efficiently and effectively

that enable them to boost their working morale and motivation to work. Police officers should

be clear on their job responsibly and job requirements. This allows the police officer to refer to

the relevant departments where the guidelines are issued by the Ministry of Home Affairs

(MOHA) and the Public Service Department (JPA) to meet the requirements of respective

police officers. Job design may need to redesign in order to boost job motivation for the police

officers that would not favour anyone. Standard operating procedures (SOP) and regulations

of the RMP can be redesigned to increase adaptability of the police officers to increase their

motivation.

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RMP management department should allow the employees to gain more control by allowing

them to plan their decision on how the work is being done, planning their work, how to

complete their job more effectively and efficiently without wasting resources and solving work

issues. Management should make frank decisions with their police officers upon making

management decisions that enable to boost their motivation. Any changes to be done needed

to be consulted with the police officers.

The administration department of the RMP should strive to identify the personalities of the

police officers who are appropriate for the specific working environment of their

organization. They should also emphasize the work benefits from the intrinsic and extrinsic

factors that are given towards the police officers, such as the working environment, work itself,

growth, promotion, recognition, job security, and managerial relationship. These factors will

help them find a match between work and personal motivation when working in the

organization.

The police management department of RMP should always pay attention to working conditions

and necessary resources and equipment provided to its police officers which suitable for the

relevant working environment. Resources and the equipment provided to the police officers

must be crucial for the success for crime prevention and crime solving for the RMP to be

successful. In addition, effective equipment and suitable working environment must be

provided to help the police officers to be prepared and perform better in specific work

environments at any given time. As the results of this study indicate, the head of the strategic

resources department should conduct a meeting on a frequent basis to identify the problems

and issues faced by the police personnel on the ground. Suitable and friendly working

environment can allow employees to work in a low stress environment thus increasing the job

motivation of the police officers.

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It is also important that the police force as an entity that provides national security must

establish clear descriptions of rewards, recognition and promotion standards for police officers

to highlight their main tasks. This will help them put their primary responsibilities prioritised

who deserved to be promoted, rewarded and recognised for the contribution and their hard

work towards the organisation and not spend too much time, energy and money on the people

who are not eligible for this responsibility. Consider fairness in the standards of promotions

and rewards. The results of the study indicated that inequities have occurred in the process of

considering promotions and rewards because the normal consideration of promotions and

rewards by the RMP has always been linked to patronage systems. A standardized system

should be placed and adopted so that the decision for promotion and rewards are given out for

those who deserve it for their hard work.

Another recommendation towards the police management department is that they need to

provide meaningful development plans and opportunities, including all types of plans to solve

the issue regarding unfair promotion, unfair treatment of rewards and recognition to police

officers who do not deserve it. Every year, job analysis is performed to help them provide an

appropriate job description for the organization. Penalizing to those who are involved in

activities which are misleading.

Unfair treatment by the supervisors and management of the relevant police officers should be

identified and solved immediately by the management department. Police officers and relevant

supervisors should meet up and gather more information on how the problems and issues

between the managerial relationships can be solved at the quickest manner. Feedback can be

provided to the management of the respective department to take action to reduce job stress

and promote motivation among the police officers. Supervisors that caused problems with their

subordinates should be identified. Then they should be sent to training on how appropriate

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managerial action to be taken, relaxation techniques and attitude reengineering and so on. This

would help supervisors to supervise their subordinates more efficiently and solve challenges in

their working environment.

Poor supervision can be solved by adopting coaching and mentoring programs, therefore

underperform supervisor can learn to perform better on their job. This helps improve job

motivation and allow them to perform better. This allows them to coordinate more

effectively. The cooperation between supervisors and the police officers should be resolved.

The leader must be able to influence and bring the subordinates to achieve the organisation

goals in accordance with the law, rules, values and norms of society. As the success of an

organisation would depend on the quality of the leader regardless if it is a business organisation,

education organisation, or a government organisation. As it is important to ensure the

leadership in the police force attend the necessary leadership course to expose them to the

modern theory and concept to guide the subordinates to achieve the goals and objectives of

RMP.

Sufficient budgets are provided to the RMP to purchase up-to-date equipment, tools and

technology to allow them to perform better which are crucial to the task that are assigned to

them. The lack of equipment will definitely reduce their effectiveness in completing their task

and reduce job motivation.

To address the limitations faced in the research process, some suggestions will be made. First,

the scope and field of research can be expanded by collecting data from more different police

station from different districts and contingent and collecting a larger sample size throughout

Malaysia, so that results on the impact of intrinsic and extrinsic factors towards public servant

motivation; a case of the Royal Malaysian Police Force in Malaysia can be obtained more

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accurately. Studies can be conducted on a police district with a different living standards with

other states in Malaysia.

Finally, the constructed questionnaire can be designed in a simpler way, with fewer questions,

and with some simple explanations, so as not to cause misunderstanding by the respondents.

This is recommended to avoid collecting inaccurate and unreliable data, and to avoid

respondents simply answering questions.

Motivation is another aspect that organizations must consider because it affects performance

and satisfaction of the employee. The organization should identify the factors that truly

motivate employees and take the necessary steps to ensure that employees are constantly

motivated in the workplace.

5.5 Suggestion For Future Research

During the progress and period taken on this study, the results of this study cannot be

generalized. Study why the hypothesis is insignificant. Culture and other factors might be

different from time to time due to the geographic region of the current study. As for some the

cost of living for one region to another may be different throughout Malaysia. As the

comparison study between several states and the whole perspective of Malaysia is suggested.

Based on the limitation the respondents may not be accurate to the new group of respondents.

The study only focuses on the RMP organisation, as this study can be conducted in other public

sector organisations within or outside Malaysia. In conclusion, the results of this finding only

to interpret the factors that affects motivation of the police personnel at the current period of

time.

Apart from that, the gender, age, and rank will be a main factor that influences the response of

the respondents towards answering of the questionnaire, as it can be measured as the dependent

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variable. As where the police officers from different intakes toward the police force will

significantly affect the job motivation. As it can be a factor towards the job motivation.

For future studies time frame can be conducted in a longitudinal study, as the patterns of the

respondents can be identified more efficiently and more valid. The job motivation trend of the

police officer can be identified more easily and effectively. This does not allow the

determination of causal relationships or effects over time (Creswell, 2014). Knowledge

management, corporate entrepreneurship, public service motivation, and organizational

commitment are dynamic and change over time, and their association with job performance is

checked in a static manner. These data may not provide an accurate description. Performing

longitudinal studies to collect data at two or more time points to obtain causality for all

variables in future studies will be of greater value. Using longitudinal methods to obtain and

study data may provide further insights into possible outcomes and provide a clearer

understanding of the relationship between variables and job performance.

Future researchers can apply this framework in other research related to government agencies

such as the military, civil defence, fire department and others related government agencies in

Malaysia or other countries all over the world to improve their government officers’

performance and service quality.

Future research may focus on a larger sample of different target areas throughout the country.

Beyond that, future research may explore other factors or adjust by more specific factors such

as age, gender, rank and larger sample states. Finally, future research can also consider current

trust factors and study more detailed aspects through factors such as perceived privacy,

familiarity, and perceived security.

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5.6 Conclusion

In this study, five factors were established, achieved and accomplished with different analysis

as discussed. The findings shows that were significant and strong relationships between

growth, salary and managerial relationship with the job motivation of the police officers in the

RMP. In addition work itself and promotion are consist a good relationship with the job

motivation of the police officers in the RMP.

Importantly, this study determines the importance of certain factors that organisation can use

to look for future organisation development and management strategies. The findings were

consistent with past studies. As overall of the study, the management of the Royal Malaysia

Police can improve and enhance the work itself, growth, advancement, recognition, job

security, salary, working environment and managerial relationship towards the police officers

to increase their job motivation.

Too many dangers, including physical, mental, and chemical substances, require law

enforcement agencies to continuously raise awareness and importance of a safe way to observe

workplaces and behaviors, including the workplace. Continuous communication should be

actively maintained to educate police officers and explain to them the importance of motivation

and happy atmosphere in the workplace. A clear understanding of the importance of job

motivation can help reduce the turnover rate within the RMP thus reducing unnecessary

spending in the government. The mission of the RMP is to maintain national security and peach

security. Therefore, how to achieve the primary goal of security behavior between police is not

enough to ensure their job motivation

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5.7 Personal development

Upon completing my degree in Banking and Finance on a part time basis. I intend to further

my studies to challenge myself and do prove others wrong. I joined the Royal Malaysia Police

Force upon completing my diploma where I had the opportunity to handle police operation,

police management, crime analysis and other police activities. Being in a national uniform body

this enabled me with ample working experience, working environment, striving for high quality

work, and often ‘kaizen’ for improvement. After handling different police work department

from handling criminals, other government agencies, business owners and multinational

companies by pursuing MBA this would enable me to gain more knowledge and develop my

skills as an individual.

Therefore, I further my studies by taking up MBA classes at Segi College Penang with the

University of Sunderland program. Reputable college such as with good learning lectures and

facilities. While the University of Sunderland a reputable uninventing with a lot of analytical

components which give support and confidence upon and research component thinking while

looking into a topic or a problem.

While attending the MBA course, made new friends from the position of different industry,

thus helps us to share different opinions, views and related topics on the course and subject.

Upon graduating with an MBA qualification would tell my future superior officer of my

understanding in management and administration role.

5.7.1 Project Management Skill

I had handled different types of operation, task, administration project and policy activities at

the RMP, but most of the time planning was based on the police format and composition in

reporting. However, during my MBA degree, i had the project management module, chance

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acquire the knowledge and conduct the learning Microsoft Project and other relevant skills and

knowledge.

5.7.2 Time Management Skill

Upon completing this research, i had to juggle with time with my different working shift hours

every day to work and read different journals. Therefore, time management is a hard skill to

master while arranging chapter by chapter to complete with the given to complete the project.

Also, I had to plan and arrange the time allocated for the research based in different parts and

solve them efficiently and ensure within the allocated time frame observed. I am assured that

this research will be a great help in my working life today and the future, by obtaining the skills

of multi-tasking and efficient time management tested.

5.7.3 Lessons from the Motivation-Hygiene Theory / Motivation

I had been dealing with sales, marketing and team management where I deal with dealer

principles, consumers and retail owners during my work. Often after dealing with and

discussions with other ranking officers, different government agencies and police from other

countries. I would think again why would they behave on a different behaviour, or why would

they head of differently with. The human behaviour, and the factors which influence intention,

which related to anything which would affect directly and indirectly the business operation I

run is within my interest.

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 6.1 APPENDIX A – PROJECT PROPOSAL

Microsoft Power Point PROJECT PROPOSAL

Candidate Name: BENSON TEOH MUH SHEAN

Study Centre: SEGI PENANG Name of Supervisor: DR LUM LI SEAN

Enrolment Date: FEBUARY 2018 Registration number: SCPG1800056

Project Title: Are The Royal Malaysian Police (RMP) Really Motivated? An Investigation of RMP’s
Motivation Level Based on Hertzbeg’s Two-Factor Theory

Hand in Date of Proposal: AUGUST 2019

Background of Study:
Describes the working environment of the Royal Malaysian Police (RMP) and the impact of intrinsic
and extrinsic motivation of police officers. The Royal Malaysian Police (RMP) are one of the important pillars
of national security to ensure national security. Police officers similar to any employees in the corporate world
need to have strong mental energy and inner strength as these are elements that will affect their work
behaviour. There are many factors that affect the motivation of the police officers. The low morale impact of
the police officer appears to affect the public they serve (Magny, 2012). The police business must maintain
and increase its performance to meet the expectations of the government and society.
Providing motivation towards the employees from the organisation are the steps can be taken to
improve work performance (Caliskan, 2010; Appiah et al., 2013 and Nadeem et al., 2014). When given the
right motivation, employees can not only improve performance, but also help the department retain the best
employees to help the organization achieve higher goals (Dobre, 2013). Finding the right people and retaining
them was one of the challenges faced by the organizations in the current environment, because there are often
many problems between employers and employees, and these problems always cause problems in the
workplace (Gohari et al., 2013). Only with these qualities can those police and leaders be fully developed and
ready to face any challenges and conditions (Mahazril et al., 2012).
Now every organization relies on the efforts of its employees to get good results, so researchers must
understand what factors can motivate employees (such as the police), and organizations can plan to provide
the appropriate reward system for better results (Eshun and Duah, 2011). In order to achieve better results,
the right combination of non-material and material rewards can enhance employees' motivation and enhance
their commitment to the organization (Ali & Ahmed, 2009). The police also encounter conflicts, mental health,
occupational stress and attempts to maintain motivation levels when performing their duties. Police officers
need more external motivation, which always allows them to maintain their personality and ability to work
(Rahim & Daud, 2013).

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 As turnover costs are substantial, the cost of high-performing police officers leaving the organization
were significant and the cost of training and recruitment, brain drain (Khan, 2016; Zardari, 2014) and the loss
of potential and current leadership of the organisation (Nyberg, 2010). Inefficiencies and shortsightedness of
the government had cause failures of the public policy (Hussain, 2014).
As there were a lack of study regarding factors affecting police motivation in the context of the Royal
Malaysian Police (RMP) police officers motivation in Malaysia context based on Hertzbeg’s Two-Factor Theory.
In addition, the researcher wanted to investigate whether these variables such as work itself, growth,
advancement, recognition, job security, salary, working environment and managerial relationships in affecting
the motivation of the police officers in Malaysia.

Problem Statement
One of the most difficult aspects of management in most organizations today is how to make their
workers efficient (Gana & Bababe, 2011). Workforce efficiency has led most industries to adopt strategies to
motivate their workforce. Motivation at work is very important to employees because it will help increase
opportunities to achieve goals in the organization. As this topic is vital to study as the police business are
changing dramatically, and these changes may risk public lives (Magny, 2012).
Motivation at work was very important to the employees as it was because it will help increase
opportunities in the organization to achieve goals and objectives. Employers should give people appropriate
motivations that can be hypothetical and can be a key factor in maximizing worker productivity (Kalburgi &
Dinesh, 2010). As a police officer there are many functions which include danger, harm and death which are
stressful. Despite all their role, limitations and deficiencies with manpower, facilities, training, and working
around the clock would cause lack of motivation and pressure towards them mentioned by Sudarshan et al.
(2014).
There are an approximation of 6000 to 7000 complaints made towards the public sector according to
the Malaysian Public Complaints Bureau (PCB) due to the dissatisfaction and discomfort with the inefficiencies
and poor performance of the public sector which consists of the police officers in the RMP. Unsatisfactory and
delay in service, lack of resources or services, lack of manpower, unfair decision or action, bias or inadequate
rules and procedures, and unable to enforce law and regulations are amongst the complaints received by the
PCB. Despite the various efforts to improve the motivation of the RMP placed by the government, there were
still dissatisfaction towards services provided by RMP.
Most police officers are required to perform their duties in a limited space and at old police stations
that does not meet the minimum requirement and requires an upgrade. With the gap to be answered in this
study to identify the factors that the top management of the RMP should consider to motivate the police
officers to achieve the organisation goals, mission and to reduce the turnover rate in the organisation. Based
on the previous literature journals there is a lack of empirical research on the impact of intrinsic and extrinsic
factors towards public servant motivation; a case of the Royal Malaysian Police in Malaysia.involving police

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officers. As there are lack of empirical findings that supports the influence of work itself, growth,
advancement, recognition, job security, salary, working environment and managerial relationships in
affecting the motivation of the police officers in Malaysia. It is important to identify the factors that could affect
the employees’ motivation.
The research questions in this research are as follows:
1. Do work itself influence police personnel’s motivation?
2. Do growth influence police personnel’s motivation?
3. Do advancement influence police personnel’s motivation?
4. Do recognition influence police personnel’s motivation?
5. Do job security influence police personnel’s motivation?
6. Do salary influence police personnel’s motivation?
7. Do working environment influence police personnel’s motivation?
8. Do managerial relationship influence police personnel’s motivation?

Literature Review:

Motivation is divided into two classes which are extrinsic and intrinsic, and non-financial and financial.
Intrinsic or extrinsic are the different types of motivations which are frequently being described. Intrinsic
(internal) motivation comes within the person’s own driving force drives him/her to an employer, a specific
job, career or other activity. External (external) motivation is the motivation which is generated outside from
individual, complement to the characteristics of the work environment, and usually involves rewards such as
cash, benefits, recognition, prize or acknowledgment (Castel et al., 2011).

Theories of motivation
According to Locke and Latham (2015), “the concept of motivation refers to internal factors that impel
action and to external factors that can act as inducements to action”. They further suggested that direction,
intensity, and duration are the three action influenced by motivation. Thus, understanding different employees
motivational style will help to explain and predict the effect, cognition, and behavior patterns that are displayed
by different employee (Barron, Baranik, & Finney 2012).
Rashidah (2018) showed that demotivated employees are dissatisfied, leave the organisation and
absent from work. The job performance are affected by absenteeism. She also stated that employees who are
loyal and work harder are employees who are motivated. Studies have shown that the work motivation have a
positive relationship with the influence of commitment towards the organisation (Shaheen & Farooqi, 2014;
Sohail, Safdar, Saleem, Ansar, & Azeem, 2014).
The concept of motivation can also be explained based on individual characteristics. For example,
there are individuals who do something out of a strong desire to succeed but others act out of fear of failure,

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it may be that they act out of deep interest in the matter and perhaps simply out of a sense of responsibility.
When employee performing their best, it may help to increase profitability. As for some, civil servants seek to
do something or work that is directed because they know the outcome will lead to promotion as they are less
likely to leave their jobs and enjoy high job satisfaction. If work motivation constantly declines, it can lead to
decreased teamwork and may cause stress and anxiety that may cause personal problems or stress to the
individual himself or herself. Indeed, we as ordinary people need the motivation to continue to be motivated
as we move through this world of work.
Motivation is vital to organisations and individuals. For individuals, motivation is an important factor that
drives a person to accomplish their own personal goals. In organizations, employee satisfaction would come
from motivation. As motivation encourages the employee to seek more knowledge and enable them to perform
to its full potential. On the other hand, on the organizational side, motivation leads to positive attitudes at work,
adaptability to change and more inspiration
.
Motivation in the Public Sector
Public service organizations and businesses are shifting to a virtuous circle of economic growth and
bureaucratic efficiency from a vicious circle of capacity erosion when linking incentives and motivations to
organizational goals (UNDP, 2014). With the necessary motivation towards the employee in place, employee
retention can contribute to the economic stability for the country.
Public servants strive for job promotion, job security and high income where private sector consider
high income as an important characteristics. Sadia and Uzma (2012) argues that for civil servants, intrinsic
rewards for work that provide a sense of accomplishment are more valuable than extrinsic rewards such as
high-income or short-term work. Many studies have shown that unfair perceptions of distribution lead to
counterproductive behavior aimed at correcting perceived imbalances, such as withdrawing efforts and stealing
from organizations (Greenberg, 2011). He found that employees who are demotivated, they then to leave the
organisation.

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 Underpinning theory: The Motivation-Hygiene Theory

Figure 1: Herzberg Two Factors Theory

Source: Schermerhorn, J.R., Jr. Hunt, J. G and Osborn, R.N. (2000)
Herzberg's two-factor theory is implemented in this study. The theory focuses on internal needs and
work behavior expression. The theory includes two main categories of hygienes factors and motivators.
Motivations lead to positive work attitudes because they meet the needs of self-actualization. Motivations
include accomplishment, acknowledgment, work itself, authority, promotion and development. Instead, health
factors revolve around this work. Hygiene factors include company policy, oversight, working conditions,
wages, safety, friendship with the top management, and friendship with colleagues.
There are reasons for workers to resign, reasons such as low growth opportunity, poor communication
with supervisor, low accreditation and high responsibility with low empowerment as Rizwan and Mukhtar,
(2014) found that low levels of employee satisfaction in any organization correspond to high chance of workers
leaving the organization.
Work Itself
Work itself means that finding that the employee dislikes or liking the job (Rizwan and Ali, 2010). It
describes the job given is being enjoying the job or not. Work itself where the task and responsibility which has
a negative or positive impact on employees motivation. Where the work itself maybe to boring or interesting,
complicated or easy would have an impact on the motivation of the employee at the workplace.

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 Work itself is one of the factors towards the employee motivation. If an employee loves the work, the
employee will be happy with the salary and positive relationships with other coworkers. Employee will stay in
the same job if they are interested with the job and be engaged with it. Building a strong working experience,
creative reasoning and modernization is one of the work itself characteristics to increase employee motivation
(Landrum 2015). With all the arguments above, a hypothesis was developed. Work itself is a motivational factor
that assists employees to identify their worth and value within the organisation, (Baah and Amoako, 2011).
This gives employee to develop their interest in the work itself, as this helps to crease a positive characteristic
in the employees work life (Rahman et. al, 2017)
H1: Work itself positively influence police personnel’s motivation.
Growth
Growth possibilities are the certain opportunities given towards the person to experience growth and
workplace promotion. This allows the employee to flourish professionally, enhancing the chances for new skill
development, experience new techniques training and acquire new skilled training knowledge. The workplace
should award employees to have the chance to pick up new skills. On-job or formal training can be provided
to boost their job motivation (Alshammari et. al., 2017). Growth is one of the motivational factors that helps to
retain employees in the organisation. It is not only about obtaining a higher salary or promotion in the
workplace. Reliable employees are passionate, ambitious, determined, and most of all, energetic. Seeking new
knowledge, skills, expanding their network and challenging themselves. Administering and simulating the
growth of an employee is an important way to increase motivation (Lipman 2014).
Numerous literature found that there is a positive relationship between training and work motivation
(Cai, Yeh and Hu, 2011). From the previous literature review, the following hypothesis was developed.
H2: Growth influence positively influence police personnel’s motivation.

Promotion
Promotion can be explained as an accomplishment to reach a specific level of position or rank in the
organisation. Despite the rank in the organisation, it does mean a lot to the employees who are awarded for
good accomplishments and achievement. In addition, promotions also include salaries increment and other
privileges or benefits as an outcome of the promotion. Alternative job employment would be increase or
advancement in the current job is an opportunity for the employee. Distinct effects of job motivation would
occur in opportunities of promotion, as this is important as this is created to increase employee
motivation. Promotion is to be considered a factor that is a motivator that displays the favourable circumstances
of being promoted to a better position with more benefits and higher salary.
The promotion is a process which is necessary to retain the talent the company wants. A study has
found out that promotion and enumeration has a significance towards high performers retention rate (Nyberg,
2010). With consideration from previous literature review, a hypothesis is developed:
H3: Promotion positively influence police personnel’s motivation.

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 Rewards
Reward is the process of giving more power and motivation to humans. Rewards can also be a dose
to increase employee's effort and interest in their work (Rahim & Daud, 2013). Rewards can be called the sum
of money and non-monetary benefits which can be offered to employees in exchange for their performance in
the organization. Recognition can be in various forms, most of which have little or no actual cost to the
company. Rewards is defined as a financial and non-financial incentives and compensation provided towards
their employees by the organization in return for their services (Mondy & Noe, 2012).
In developing countries, employees prefer financial benefits to sustain their lives. The effectiveness of
rewards depends on the type of rewards, how they are distributed, and how they use rewards to influence
employees (Gohari et.al., 2014). Thus, the following hypothesis was developed:
H4 : Reward positively influence police personnel’s motivation.
Job Security
Job security is defined as the state of a continuous job employment that can direct of the worry of losing
a job, which is known as the insecurity of their job in the forthcoming (Akpan, 2013; Jimenez et al., 2016).
Employees need to ensure that they complete their work, to reduce the possibility of losing their job, in other
words, job is safe. The reliable work and guaranteed security of the work provided by the organization
symbolizes the security of work, which has a huge and positive impact on the organization. Job security refers
to the security that can work continuously in the same organization and contributing their skills without feeling
insecure of losing their job. As there is no guarantee that their duration of their occupation without explicit
contractual support can be called a lack of job security (Lucky, 2013).
When employees are in an emotionally unstable state of work, they feel frustrated and insecure with
their work, this feeling of may in turn affect the performance of tasks and situational levels, thus having a strong
connection with job motivation levels and making employees feel more insecure. Staufenbeil & Konig (2010)
mentioned cause of the low motivation level would be absent from work, intention to leave, declining
performance and negative organizational citizenship behavior as a consequence of job insecurity. A study at
Pakistan done by Danish and Usman (2010) shows that a number of 220 respondents have confirmed that job
security and employee motivation have a positive relationship. From the previous literature review and
objectives, Hypothesis 4 was generated :
H5: Job security positively influence police personnel’s motivation.
Salary
Salary is a form of payment that pays for work or work done. Salary can not only help people meet their
basic needs, but also meet the needs of higher-level people. Salary is one of the important motivational
approach towards employee to reach better productivity. An incentive wage system that motivates workers to
achieve higher performance, commitment and ultimate gratification. Money has a powerful motivation because
it symbolizes intangible goals such as safety, power, prestige, and a sense of accomplishment and success.
Salary is a type of compensation (Odunlade, 2012). Money has the ability to lure, motivate and retain

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employees towards better performance. Money is being used to reward or punish workers by the managers.
This is a process of rewarding employees and installing fear losing their jobs. The desire to be promoted and
receive a raise may also motivate employees.
With the the concept love of money, employees attitude will be reflected (Tan & Waheed, 2011) where
no one has enough money, more money is always wanted where it is an important goal. From the previous
literature review and objectives, Hypothesis 5 was generated :
H6 : Salary positively influence police personnel’s motivation.

Working Environment
A work environment is defined as an organization or workplace where one or more workers are present
or need to work. The work environment can operate as a place where one or more employees are working and
other locations. Study done by Ceullar (2018) found that work environment plays its own role in influencing
individual job motivation. The working environment involves not only the actual location, but also the equipment
or materials that workers use for work (Omar & Sindi, 2015). The work environment should be relaxing and fun
to enable employees to reduce their stress while working. Maintaining up-to-date facilities and equipment and
ensuring employees have sufficient personal space can increase motivation. A faulty device prevents you from
getting the job done. In addition, organizations need to encourage high-participatory activities to establish
working conditions so that employees have the ability and freedom to think, participate, and motivate
employees to achieve higher motivation.
This would reduce the intention to leave where the employees with higher levels of social support. As
with the unfavorable physical labor conditions such as understaffed, overcrowding and lack of resources are
considered to be workplace stressors that affect police work demotivation. it can be assumed that there is a
significant relationship between working conditions and work motivation. From the previous literature review
and objectives, Hypothesis 6 was generated:
H7: Working environment positively influence police personnel’s motivation.

Manager Relationship
Leadership style refers to the way a supervisor or leader treats a subordinate. It refers to a way of
caring about employees' feelings and needs, encouraging them to express their concerns, providing
information and positive feedback, and promoting the way employees are trained and developed (Che,2019).
Relationship with the management is one of the many factors that is always relevant to the motivational
characteristics of employees, and may actually be one of the main factors driving employee turnover (Society
of Human Resource Management (SHRM), 2014). For the third consecutive year, employees ranked the
relationships with managerial factors in the top five factors in job satisfaction ratings (Society of Human
Resource Management (SHRM), 2014). With management skills, support from superiors and managers are of
the main motivations aspects for improving employee performance (Daneshkohan et al. 2015).

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 On the other hand, control oversight styles are thought to reduce work motivation and have a negative
impact on creative behavior in the future. Employees who are limited by their superior will be in pressure and
will affect their focus from their work concerns especially when dealing with conflicts and friction (Zang &
Bartol ,2010). According to research done by Khan et.al. (2011); (Khalil, 2015), it has shown a positive
relationship between leadership styles with motivation of the employees. From the literature above, many
researchers agree and believe that managerial relationships are an important driving force for employee
motivation. Therefore Hypothesis 8 was generated

H8: Managerial relationship positively influence police personnel’s motivation.

Figure 2: Conceptual Framework

Aim and Objectives

The purpose of this research is to assess the relationship between intrinsic and extrinsic factors affecting the
motivation of the police officers.
1. To examine the relationship between work itself and job motivation.
2. To examine the relationship between growth and job motivation.
3. To examine the relationship between advancement and job motivation.
4. To examine the relationship between recognition and job motivation.

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5. To examine the relationship between job security and job motivation.
6. To examine the relationship between salary and job motivation.
7. To examine the relationship between working environment and job motivation.
8. To examine the relationship between managerial relationship and job motivation.

Research Methodology
Research studies of different types are designed to achieve different knowledge outcomes which can
define by descriptive research, interpretive research, and predictive research in Saunders et al (2012). The
main goal of interpretive research is to test Adams et al. (2014) theory by linking different elements of the
subject into statements, thereby shows the objective of the exploratory research which explains social relations,
the process and nature of social events.
In this study, the quantitative research method was chosen because it is related to finding relationships
or correlations between variables in this study. According to a study by Rahman (2017), the quantitative results
are likely to involve randomly selected larger samples, and respondents' answers were collected through
questionnaire surveys. Quantitative research focuses on the purpose of the study and, as stated by Barbie
(2013), the possibility of collecting quantitative measures of variables from a population sample, objectively
and systematically collecting data, clarifying facts, and revealing research patterns. In addition, Queirós et al.
(2018) pointed out in the quantitative study that with the help of SPSS statistical software, time consumption
during sampling and data analysis can be reduced, because disciplines such as statistics and mathematics
are essential. Results obtained during analysis and generalization. Data collection methods for quantitative
data consist of various types of surveys which are, mobile app survey, paper survey and online web surveys

Target Population and Sample

The target population of this research is mainly concentrated throughout the whole Malaysia.
Experienced policemen and fresh policemen’s with different education background is being embarked for the
participation in this research. The sample of this study are the policemen and policewomen whom are station
in the Bandar Baharu District Police Headquarters in Kedah. As due to the geographical dispersion of subjects
or elements which might case a problem, therefore a sample was determined. With a total number of 235
police officers station at the Bandar Baharu District Police Headquarters in Kedah.

Data collection
The creation of questions are based on the factors are from the literature review for the questionnaire.
Due to the national language of the country is the Malay language, the questionnaire is developed in dual
language which is in English and Malay Language. As official language used by the RMP is the Malay

119
Language which is also the national language of the country. The main objective of the translation is because
the wider understanding of the Malay language and able to obtain a larger sample size.
A cover page and ten section including the demographic questions to end the questionnaire. In order
to attract and encourage participants, a cover page is being used to provide clarification about the survey as
mentioned by Ruel et al. (2016). The questionnaire is being created for this research (Appendix B) are made
out of 10 parts which were Section A (job security factors), B (growth factors), C (promotion factors), D (reward
factors), E (job security factors), F (salary factors), G (working environment factors), H (managerial relationship
factors), I (job motivation) and J (demographic questions) with a total number of 64 questions. Eight variable
questions are drafted to identify the factors affecting the Public Servant Motivation. Each variable for hygiene
and motivation is shown in a different table. The answers and respondents for each of the hygiene and
motivation variables and their frequency and percentage of proportions are given. Five point Likert Scale i.e.
‘Very Satisfied’, ‘Satisfied’, ‘Netural’, ‘Dissatisfied’, and ‘Very Dissatisfied’ The sources of questionnaires used
in this project research are adapted and adopted from diverse sources as from Selamat (2010), Mohamad
(2010), Lee (2009), Salleh (2012), Noor (2018), Teck and Amna (2011) Basheer (2016), Meerasingam (2017),
Rajoo (2016) and Khan (2015).
The reliability measurements will indicate the stability and consistency of the concept and helps to
assess the “good or bad metrics” Hair et al., (2006). In addition, the reliability of the measurement will indicate
the range to which the measurement is not biased (no error), thus ensuring consistent measurements across
projects across the instrument. Cronbach‘s alpha is the tool being employed to ensure the reliability
In order to test the hypotheses proposed in this study, inferential statistics were used. In particular,
correlation analysis is used accordingly to determine a bivariate relationship between two variables measured
on at least one interval scale. Correlation coefficient (r) or Pearson correlation test will be used to determine
motivating factors (intrinsic), hygiene factors (extrinsic) employee motivation and work performance are
interrelated. In order for the correlation to be classed as significant, a correlation of 0.5 or higher must be
achieved. When the number is close to 1 value, the correlation will be stronger. The interpretation of the
strength and results from the Pearson correlation analysis is based on Guilford's rule of thumb.
The types of tests that shall be used are:-

1. Descriptive Analysis
2. Reliability Analysis
3. KMO and Bartlett’s Test
4. Normality Test
5. Pearson Correlation

120
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 MBA Dissertation

Key Activities Time-scale Resources required

(Milestones) (Plan of (Equipment, software, personnel etc)
action)
 Submission of proposal 27 July 2019 Microsoft Power Point

 Reading literatures 1 July 2019 – 1 Microsoft Word and journals

 Completion of Chapter 1, Sept 2019
Introduction, Problem Statement,
Objectives, Significance of Study,
and Theoretical Frameworks.
 Distribution of questionnaires to 1 Nov 2019 Microsoft Word
Production operators
 Completion of Chapter 2: 1 Oct 2019 Microsoft Word and journals
Literature Reviews
 Completion of Chapter 3: 30 Oct 2019 Microsoft Word
Research Methodology
 Analysis of results of questionnaires 25 Nov 2019 SPSS 25 and Resources of data entry
using SPSS
 Completion of Chapter 4: 10 Dec 2019 Microsoft Word
Result Analysis and Discussion
 Completion of Chapter 5: 31 Dec 2019 Microsoft Word
Conclusion and Recommendations
 Completion of the whole project 14 January Microsoft Word
2020

First Line Supervisors confirmation that the project has been discussed at a supervisory meeting and
inclusion of any comment:

Name …Dr. Lum Li Sean….....................……..date of meeting…2 July 2019.......................……

Comments

This is a good proposal for the student to explore in terms of human resources management. The student
may proceed to work on this title if he is comfortable with the topic.
It is a good topic as Motivation is a key issue of concern in the public service sector.

126
 SUPERVISOR FEEDBACK SHEET

Feedback on Project Proposal:

Quality of the Strategic Project overview and objectives

Good and clear objectives and overview of the research project. It is an interesting project to be carried out
considering student would have access to the respondents.

The findings from the study would be a good contribution to the police force to identify the motivation level of
the employees.

Literature review synopsis and methodological synopsis

Good, clear and thorough literature review for the proposal. Methodology proposed for the study is suitable
for this level and suitable for the objective of this study. However, student need to be aware due to the small
population number of the force in the Northern Region, you may not get the desired number of respondents.
However, if you meet the minimum number of respondents, you should be able to proceed with data
analysis.
Further discussion will be on fine-tuning the details of this study, operationalization of the variables and
statistical processes.

Any actions to be discussed with Local Tutor:

Approved by: Date:

127
 6.2 APPENDIX B – QUESTIONAIRE

University of Sunderland
Segi College
Masters of Business Administration

Dear respected respondent,

I am Benson Teoh a students of Masters of Business Administration from Segi College /
University of Sunderland, UK. I am currently conducting my final year project with the title “The
Impact/influence of Intrinsic and Extrinsic Factors Towards Public Servant Motivation;
A Case of the Royal Malaysian Police Force in Malaysia”.

Your willingness to participate in this survey will be greatly appreciated. Any information
collected through this survey will only be used for academic purposes. I will assure you that
all information and personal data will be kept private and confidential. I thank you for the time
and effort that used to complete this questionnaire. Thank you very much for your participation.

Saya Benson Teoh, pelajar ijazah Sarjana Pentadbiran Perniagaan dari Segi College /
Universiti of Sunderland, UK. Saya sedang menjalankan kajian semester akhir dengan tajuk

Kesan / Pengaruh Intrinsic dan Extrinsic Terhadap Motivasi dalam Kalangan Penjawat ; dalam
kontex Polis DiRaja Malaysia di Malaysia. :

Kerjasama anda menjawab soal selidik ini amatlah dihargai. Kesemua maklumat yang
diperolehi akan digunakan untuk tujuan akademik. Saya akan memastikan informasi dan
identiti anda berikan akan dirashiakan. Setinggi penghargaan atas kerjasama anda
meluangkan masa untuk menjab soalan kaji selidik ini.

128
Section A: Work Itself (Intrinsic)
Kerja Itu Sendiri

Please tick (√) the most appropriate answer to each question based on the scale below.

Sila tandakan( √) bagi jawapan yang paling sesuai untuk setiap soalan berdasarkan skala di
bawah.

1 2 3 4 5

Strongly Disagree Neutral Agree Strongly

Disagree Agree

Sangat Tidak Tidak Setuju Neutral Setuju Sangat Setuju

Setuju

1 2 3 4 5

1. I choose this profession because I enjoy the social life.

Saya memilih profesion ini kerana saya suka akan

kehidupan sosial yang ada.

2. I enjoy the policing environment.

Saya seronok dengan persekitaran polis.

3. As long as I can do what I enjoy as a police officer, I’m

not that concerned about what rank or awards I can
earn.

Saya tidak mengambil kira kenaikkan pangkat atau

anugerah selagi saya berasa seronok dengan kerja ini
sebagai anggota polis

4. My workplace is a great place to develop friendship.

Tempat kerja saya adalah tempat yang baik untuk

membina persahabatan.

5. When I do work well, it gives me a feeling of

accomplishment as a police officer.

Apabila saya melakukan kerja dengan baik, ia

memberikan saya satu perasaan pencapaian sebagai
seorang polis.

6. I feel a great sense of personal satisfaction when I do my

job as a police officer.

Saya merasakan suatu perasaan yang hebat apabila

saya dapat melakukan kerja dengan bagus.

129
7. As a police officer, it increases my feeling of self-esteem.

Sebagai anggota polis, ia akan meningkatkan harga diri

saya.

130
Section B: Growth (Intrinsic)

Pembangunan Diri

1 2 3 4 5

Strongly Disagree Neutral Agree Strongly

Disagree Agree

Sangat Tidak Tidak Setuju Neutral Setuju Sangat Setuju

Setuju

1. Royal Malaysia Police Force (PDRM) gives the

opportunities for employee involvement in
organizational decision-making.

Polis Diraja Malaysia (PDRM) memberikan

peluang kepada pekerjanya untuk turut serta dalam
proses membuat keputusan dalam organisasi.

2. Royal Malaysia Police Force (PDRM) responsive to

employee input-there is follow-up.

Polis Diraja Malaysia (PDRM) mengambil berat

terhadap pandangan yang diberi oleh anggota polis
-tindakan susulan dibuat.

3. Royal Malaysia Police Force (PDRM) support for

professional development.

Polis Diraja Malaysia (PDRM) menyokong

pembangunan profesional.

4. Royal Malaysia Police Force support for personal

development.

Polis Diraja Malaysia menyokong pembangunan

peribadi.

131
Section C: Promotion

Kenaikan Pangkat

1 2 3 4 5

Strongly Disagree Neutral Agree Strongly

Disagree Agree

Sangat Tidak Tidak Setuju Neutral Setuju Sangat Setuju

Setuju

1 2 3 4 5

1. I think about promotion.

Saya memikirkan tentang kenaikan pangkat.

2. I see opportunities for my v.

Saya nampak peluang untuk kemajuan diri.

3. I am satisfied with the fair promotion offered by the

organization.

Saya berpuas hati dengan keadilan kenaikan

pangkat yang diberikan daripada organisasi.

4. I will choose career advancement rather than

monetary incentives.

Kemajuan diri adalah lebih penting berbanding

dengan ganjaran kewangan

5. My job allows me to learn new skills for career

advancement.

Pekerjaan saya membenarkan saya untuk

mempelajari kemahiran baru bagi kemajuan diri.

132
Section D: Reward (Intrinsic)

Ganjaran dan Penghargaan

1 2 3 4 5

Strongly Disagree Neutral Agree Strongly

Disagree Agree

Sangat Tidak Tidak Setuju Neutral Setuju Sangat Setuju

Setuju

1 2 3 4 5

1. I think about rewards.

Saya memikirkan tentang ganjaran.

2. The rewards offered to the employees at Royal

Malaysian Police Force (RMP) are comparable with
the market offers.

Ganjaran yang ditawarkan kepada anggota polis di

Polis DiRaja Malaysia (PDRM) adalah setanding
dengan tawaran di pasaran.

3. Rewards from the Royal Malaysian Police (RMP) for

exceptional performance exist in the organization.

Ganjaran daripada Polis DiRaja Malaysia (PDRM)

untuk prestasi yang tinggi wujud di dalam pasukan
polis.

4. I get praised for doing a good job.

Saya mendapat pujian apabila melaksanakan tugas

dengan baik.

5. I get noticed when I do a good job.

Saya mendapat perhatian apabila melaksanakan

kerja dengan baik.

6. I can feel my efforts are rewarded the way they

should be.

Saya merasakan ganjaran yang saya terima setara

dengan usaha saya.

7. Rewards and recognition consistent with individual

contribution in Royal Malaysia Police Force (RMP).

Ganjaran dan penghargaan adalah selaras dengan

sumbangan individu dalam Polis Diraja Malaysia
(PDRM).

133
Section E: Job Security (Extrinsic)

Keselamatan Pekerjaan

1 2 3 4 5

Strongly Disagree Neutral Agree Strongly

Disagree Agree

Sangat Tidak Tidak Setuju Neutral Setuju Sangat Setuju

Setuju

1 2 3 4 5

1. I am not afraid of losing my employment as a police

officer.

Saya tidak takut akan kehilangan perkerjaan saya

sebagai anggota polis.

2. I am confident that I’ll be able to work as a police

officer for the force as long as I wish.

Saya yakin bahawa saya dapat berkerja sebagai

anggota polis selama mana kehendak saya untuk
berkerja.

3. I am secure in my job as a police officer.

Saya rasa bahawa pekerjaan sebagai anggota polis

adalah terjamin.

4. Regardless of economic conditions, I’ll have a job at

at Royal Malaysia Police Force (PDRM)

Tidak kira apa keadaan ekonomi, saya akan

mempunyai pekerjaan dengan Polis DiRaja
Malaysia (PDRM).

5. Being a police officer provides me with job security.

Dengan menjadi seorang anggota polis, ia

memberikan jaminan pekerjaan kepada saya

6. My job as a police officer will be there as long as I

want it.

Selagi saya ingin menjadi seorang polis, peluang

pekerjaan itu akan tetap ada.

134
Section F: Salary (Extrinsic)

Gaji

1 2 3 4 5

Strongly Disagree Neutral Agree Strongly

Disagree Agree

Sangat Tidak Tidak Setuju Neutral Setuju Sangat Setuju

Setuju

1 2 3 4 5

1. I am satisfied with my pay.

Saya berpuas hati dengan gaji saya.

2. My pay is very secure.

Gaji saya memang terjamin.

3. I am paid according to my working experiences.

Saya dibayar berdasarkan pengalaman kerja saya.

4. Being a police officer allows me to earn a stable

salary.

Pekerjaan ini sebagai anggota polis membenarkan

saya memperoleh gaji yang tetap.

5. The salary I received encourage me to work harder.

Gaji yang saya terima mendorong saya untuk

bekerja dengan lebih keras.

6. Pay levels of Royal Malaysia Police Force (RMP)

consistent with comparable work in other
organizations.

Tahap gaji Polis Diraja Malaysia (PDRM) selaras

dengan tahap gaji dalam organisasi lain bagi
pekerjaan yang setaraf dengannya.

135
Section G: Working Condition/Environment (Extrinsic)

Suasana Tempat Kerja

1 2 3 4 5

Strongly Disagree Neutral Agree Strongly

Disagree Agree

Sangat Tidak Tidak Setuju Neutral Setuju Sangat Setuju

Setuju

1 2 3 4 5

1. My workplace employees has good relations with

each other.

Hubungan baik sesama rakan sekerja wujud di

tempat kerja saya.

2. My workplace provide good safe work condition.

Tempat kerja saya menawarkan suasana kerja

yang baik.

3. My workplace provide good work equipment.

Tempat kerja saya menyediakan peralatan kerja

yang baik.

4. There is a problem of understaffing in my

department.

Terdapat kekurangan staf di tempat saya bertugas.

5. I often receive assignments without the adequate

resources and materials to complete them.

Saya sering menerima tugasan tanpa sumber dan

peralatan yang mencukupi untuk menyiapkan
tugasan tersebut.

6. Royal Malaysia Police Force (RMP) creates a fun

work environment for its employees.

Polis Diraja Malaysia (PDRM) menyediakan

suasana kerja yang seronok untuk pekerjanya.

136
SectionH: Managerial Relationship (Extrinsic)
Perhubungan Dengan Pengurus

1 2 3 4 5

Strongly Disagree Neutral Agree Strongly

Disagree Agree

Sangat Tidak Tidak Setuju Neutral Setuju Sangat Setuju

Setuju

1 2 3 4 5

1. My supervisor is a responsible person.

Penyelia saya adalah seorang yang bertanggungjawab.

2. My supervisor praises me for good work.

Penyelia saya memuji kerja baik saya.

3. My supervisor is an influential figure to me.

Pada pendapat saya, penyelia saya adalah seorang

yang berpengaruh.

4. My supervisor is cooperative person.

Penyelia saya senang untuk bekerjasama.

5. I seldom quarrel with my supervisor.

Saya jarang bertengkar dengan penyelia.

6. I can count on my supervisor when I encounter

difficulties in my work.

Saya percaya penyelia saya akan membantu sekiranya

saya menghadapi masalah semasa menjalankan tugas.

7. I get on well with my supervisor.

Saya mempunyai hubungan yang baik dengan penyelia

saya.

8. My supervisor is friendly towards me.

Penyelia saya mesra terhadap saya.

9. My supervisor encourages and supports my career

development.

Penyelia saya menggalakkan dan menyokong

perkembangan kerjaya saya.

137
Section I: JOB MOTIVATION

Motivasi Pekerjaan

1 2 3 4 5

Strongly Disagree Neutral Agree Strongly

Disagree Agree

Sangat Tidak Tidak Setuju Neutral Setuju Sangat Setuju

Setuju

1 2 3 4 5

1. Doing my job well really motivated me to work.

Saya bermotivasi untuk bekerja dengan baik.

2. I am really excited when going to work.

Saya benar-benar berasa bersemangat apabila

hendak pergi berkerja.

3. I give considerable attention on my job.

Saya banyak memberikan tumpuan terhadap

pekerjaan saya.

4. I give considerable effort on my job.

Saya menyumbangkan usaha yang sangat besar

terhadap pekerjaan saya.

5. I rarely feel my job is taking for granted.

Saya jarang merasakan bahawa pekerjaan saya

tidak dihargai.

6. I am enthusiastic about my job for the time being.

Saya begitu bersemangat terhadap pekerjaan saya

sekarang.

7. I feel real enjoyment in my job.

Saya benar-benar sukakan pekerjaan saya.

138
SECTION J: Demographic Profile
Profil Responden

1. Gender / Jantina :
□Male/Lelaki
□Female/Perempuan

2. Age / Umur :
□ 25 years old and below / tahun ke bawah
□ 26 - 35 years old / tahun
□ 36 - 45 years old / tahun
□ 46 – 55 years old / tahun
□ 55 years old and above / tahun ke atas

3. Ethnicity / Bangsa : 6. Years of employment / Tempoh

□ Chinese(Cina) Perkhidmatan :
□ Malay(Melayu) □ Below 5 years / kurang daripada 5 tahun
□ Indian(India) □ 5 -10 years / tahun
□ Others(Lain-lain) □ 10 – 20 years / tahun
□ 20 - 30 years / tahun
4. Marital Status / Status Perkahwinan : □ 30 - 40 years and above / tahun ke atas
□ Single (Bujang)
□ Married (Berkahwin)
□ Divorce (Bercerai) 7. Rank Category / Kategori Pangkat :
□ Widowed (Janda/Duda) □Superintendent of Police (SUPT)
□Deputy Superintendent of Police (DSP)
5. Educational level / Taraf Pendidikan : □Assistant Superintendent of Police (ASP)
□ SPM □Inspector (INSP)
□ STPM □Sub-Inspector (SI)
□ Certificate □ Sergeant Major (SM)
□ Diploma □Sergeant (SJN)
□ Degree (Ijazah Sarjana Muda) □Corporal (KPL)
□ Master (Ijazah Sarjana) □Lance Corporal (L/KPL)
□ PhD (Doktor Falsafah) □Constables (KON)

Thank you for your cooperative to participate in this survey.

Terima kasih atas kerjasama anda dalam kajian ini.

139
 6.3 APPENDIX C - SPSS Analysis Results

Statistics
MARRIED EDUCATIONLV YEARSEMPLOY
Gender Age ETHNICITY STATUS L MENT RANK
N Valid 172 172 172 172 172 172 1
Missing 0 0 0 0 0 0
Mean 1.34 2.41 1.90 1.82 3.66 2.70 8.
Median 1.00 2.00 1.00 2.00 5.00 3.00 9.
Mode 1 2 1 2 5 3
Std. Deviation .476 .771 1.158 .559 1.811 1.060 1.8
Variance .227 .595 1.341 .312 3.279 1.124 3.3
Minimum 1 1 1 1 1 1
Maximum 2 5 4 4 6 5

Gender
Cumulative
Frequency Percent Valid Percent Percent
Valid MALE 113 65.7 65.7 65.7
FEMALE 59 34.3 34.3 100.0
Total 172 100.0 100.0

Age
Cumulative
Frequency Percent Valid Percent Percent
Valid 25 AND BELOW 7 4.1 4.1 4.1
26-35 105 61.0 61.0 65.1
36-45 47 27.3 27.3 92.4
45-55 8 4.7 4.7 97.1
50+ 5 2.9 2.9 100.0
Total 172 100.0 100.0

Ethnicity
Cumulative
Frequency Percent Valid Percent Percent
Valid CHINESE 93 54.1 54.1 54.1
MALAY 34 19.8 19.8 73.8
INDIAN 14 8.1 8.1 82.0
OTHERS 31 18.0 18.0 100.0
Total 172 100.0 100.0

140
 Married Status
Cumulative
Frequency Percent Valid Percent Percent
Valid SINGLE 41 23.8 23.8 23.8
MARRIED 125 72.7 72.7 96.5
DIVORCE 2 1.2 1.2 97.7
WIDOWED 4 2.3 2.3 100.0
Total 172 100.0 100.0

Years of Employment
Cumulative
Frequency Percent Valid Percent Percent
Valid BELOW 5 28 16.3 16.3 16.3
5 - 10 35 20.3 20.3 36.6
20 - 30 81 47.1 47.1 83.7
30 - 40 AND ABOVE 17 9.9 9.9 93.6
5 11 6.4 6.4 100.0
Total 172 100.0 100.0

Rank
Cumulative
Frequency Percent Valid Percent Percent
Valid ACP 1 .6 .6 .6
SUPT 2 1.2 1.2 1.7
DSP 1 .6 .6 2.3
ASP 6 3.5 3.5 5.8
INSP 9 5.2 5.2 11.0
SUBINSP 1 .6 .6 11.6
SJN 22 12.8 12.8 24.4
KPL 88 51.2 51.2 75.6
LKPL 33 19.2 19.2 94.8
KONS 9 5.2 5.2 100.0
Total 172 100.0 100.0

141
142
143
144
 ..

145
146
..

147
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