Chapter 1: Introduction

1.1 Introduction to the Organization

Mission of the SriLanka Police is committed and confident to uphold and

enforce the law of the land, to preserve the public order, prevent crime and

Terrorism with prejudice to none – equity to all. The professional head of the

Police Department is the Inspector General Of Police , as of 2009 Inspector General of

Police who reports directly to the Minister of Defense. The Inspector General of police

exercises operational and administrative control of the Sri Lanka Police from Police

headquarters, Sri Lanka Police department categorized in to

1. Crime trands

2. Traffic Police

3. Narcotic Bureau

4. Special Task force

5. Woman and Child Bureau

6. Human Rights

7. Mounted Police

8. Kennels
1.2 Introduction to the project

The success of any organization depends mainly on the effective and efficient

utilization of resources. Without adequate and proper resources no organization can

survive in the current day context. In management, the term resource has a broader

meaning. It can be categorized in different magnitudes. The manpower or the human

resource has been identified by most of the business management specialist as the

decisive factor.

Therefore employee satisfaction and retention have always been important issues

for any organization. After all, high levels of absenteeism and staff turnover can affect

the bottom line, as recruitment and training cost will go high. But only few organizations

have not made job satisfaction a top priority, perhaps because they have failed to

understand the significant opportunity that lies in front of them. Satisfied employees tend

to be more productive, creative and committed to their employers, and recent studies

have shown a direct correlation between staff satisfaction and customer satisfaction.

Organizations that can create work environments that attract, motivate and retain

hard-working individuals will be better positioned to succeed in many fields. When

organizations that demands quality and cost-efficiency they may even discover that by

creating a positive workplace for their employees, and increase the organizations’ own

profit and productivity as well.

 The military authorities have recognized human resource as one of the important

factors of winning or loosing a war. Therefore the requirement to develop job

satisfaction to sustain growth in the Sri Lanka Police Department is eminent in the long

run..

1.3 Research Problem

1.4 Objectives of the project

1.4.1 To analysis factors effecting job satisfaction of Police Constable in the Sri

Lanka Police Department Southern Province

1.4.2 To identify the conceptual model to measure the job satisfaction among

them.

1.4.3 To measure job satisfaction with using of correlation analysis.

1.4.4. To identify recommendations to improve job satisfaction among them

1.5 Scope of the research

Though there is a well set off rank structure in the SLAF after considering the

responsibility lies in the hands of the SNCO s’, this study is only focused on the Job

satisfaction of the SNCO s’ of the SLAF. This study only focuses on eight variables,

which could have influence job satisfaction. They are namely reward system, perceived
 quality of supervision, work and social stimulation, pleasant working conditions,

personality, job congruent with interest, status and seniority, and general life satisfaction.

Some of the questions that are being asked in the questionnaire were adjusted to

suite the military.

The questionnaires were prepared in English to give the exact meaning of the

words.

1.6 Conceptualization

Training system

Perceived quality of supervision

Work and social stimulation

Pleasant working conditions

Job Satisfaction

Welfare Scheme

Job congruent with interest

Status and seniority

General life satisfaction

INDEPENDENT VARIABLES DEPENDENT VARIABLE

1.7 Hypothesis
H1 - Training system does have an impact on Job Satisfaction of senior non-

commissioned officers of Sri Lanka Air Force.

H2 - Perceived quality of supervision does have an impact on Job Satisfaction

of senior non-commissioned officers of Sri Lanka Air Force.

H3 - Work and social stimulation does have an impact on Job Satisfaction of

senior non-commissioned officers of Sri Lanka Air Force.

H4 - Pleasant working conditions does have an impact on Job Satisfaction of

senior non-commissioned officers of Sri Lanka Air Force.

H5 - Welfare Scheme does have an impact on Job Satisfaction of senior non-

commissioned officers of Sri Lanka Air Force.

H6 - Job congruent with interest does have an impact on Job Satisfaction of

senior non-commissioned officers of Sri Lanka Air Force.

H7 - Status and seniority does have an impact on Job Satisfaction of senior

non-commissioned officers of Sri Lanka Air Force.

H8 - General life satisfaction does have an impact on Job Satisfaction of

senior non-commissioned officers of Sri Lanka Air Force.

1.8 Methodology

1.8.1 Research Technique

The data necessary for testing hypothesis was collected by administering a questionnaire.

The questionnaire measured the constructs- Training system, perceived quality of

supervision, work and social stimulation, pleasant working conditions, Welfare Scheme,

job congruent with interest, status and seniority and general life satisfaction.

1.8.2 The Study Setting

This is a field study since it examines the factors effecting the job satisfaction of the

SNCOs’ of the SLAF. None of the variables were controlled or manipulated.

1.8.3 Methodological Choice

Since the research relied upon the survey method for collection of data, as it is a more

appropriate method of providing many advantageous more than other methods like

structured observations, secondary analysis and content analysis. To collect data a

questionnaire was developed and will sends to the respondents by hand to their respective

stations.

1.8.4 Data collection Procedure

To collect data from the respondents a questionnaire will send to each respondent by

finding the name of each respondent from the Directorate of Administration. A time

period of two weeks will give to answer and return them to the researcher. An interview

also will carry out among some of the respondents to further investigate the variables.

1.8.5 Unit of Analysis

The factor effecting the job satisfaction of the SNCOs’ will investigate by finding

SNCOs’ who have prior knowledge of management. Hence researcher will identify that

SNCOs’ who have completed the Non Commissioned officers’ Management program

will be taken for consideration.

1.8.6 Population and Sampling

Universal population of the study covered is the whole SLAF. The target population to

which the findings of the research could be generalized are the SNCOs’ in the SLAF.

Will going through the names of the SNCOs’ who have completed the NCO Management

phase, researcher will picked up a sample of 50 SNCOs’ by “cluster sample” method due

to the limitation of time.

1.8.7 Level of Measurement of Variables

Variables are measured by a questionnaire with a five-item “likert scale” questions.

Responses to the items in the questionnaire will be captured on a 5-point scale giving
following weightages for each point.

Strongly Agree - 5
Agree to a certain extent - 4
Uncertain - 3
Disagree to a certain extent - 2
Strongly Disagree - 1

1.8.8 Method of Data Analysis

Data will analyzed manually going through each questionnaire with using of correlation

and regression analysis.

1.8.9 Method of Data Presentation

The data will be presented by using bar graphs and pie charts. Correlation and multiple

regression analysis will used to find the association between each independent and

dependent variable

1.9 Limitations

The study is conducted to ascertain the factors affecting to the job satisfaction of senior
non commissioned officers of Sri Lanka Air Force.

* Due to the limited time frame researcher found difficulty to cover whole Air

Force and find the senior non commissioned officers (SNCO’s) who completed

management course and have prior knowledge on job satisfaction

* The population size is too large hence data have to be obtained through sampling
methods.

*The focus of the study is limited to few variables namely Training system, perceived
quality of supervision, work and social stimulation, pleasant working conditions, Welfare
Scheme, job congruent with interest, status and seniority and general life satisfaction
which I feel most important with regard to the job satisfaction in the military in the
present context.
Chapter 2: Literature review

2.1 Definition of Motivation

The definition of motivation is to give reason, incentive, enthusiasm, or interest that

causes a specific action or certain behavior. Motivation is present in every life function.

Simple acts such as eating are motivated by hunger. Education is motivated by desire for

knowledge. Motivators can be anything from reward to coercion.

There are two main kinds of motivation: intrinsic and extrinsic. Intrinsic motivation is

internal. It occurs when people are compelled to do something out of pleasure,

importance, or desire. Extrinsic motivation occurs when external factors compel the

person to do something.

2.2 Employee Motivation

In the workplace, motivation is defined by the actions that employees take to improve the

company goals as well as their aspirations for career advancement. The effective

performance of employees is what makes or breaks a company. So to keep employees

motivated, employers must invest in the overall morale by implementing workshops and

seminars to help them. Managers are the key personnel in what makes an employee

follow directions. Using rewards like promotions and incentives as well as compliments

can greatly improve an employee's view of the company and its managers. This can prove

to be a good motivating factor to keep the employee focused in accomplishing the

company's goals.

Employees like to be recognized for their efforts regardless of the salary bracket. Such

recognition keeps them motivated in getting their job done. Recognition in this case is the

motivation technique that managers can tap into and gain the edge over the workplace

environment of how they want things done.

Recognizing the employee's efforts will allow the managers to stay in control of their

department and increase productivity in the company. Without motivation, there is little

room for improvement, no focus and a visionless organization.

2.3 Satisfaction

Job satisfaction has been defined as a pleasurable emotional state resulting from the

appraisal of one’s job, an affective reaction to one’s job and an attitude towards one’s

job. Job satisfaction is an attitude but points out that researchers should clearly

distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and

behaviours. This definition suggests that we form attitudes towards our jobs by taking

into account our feelings, our beliefs, and our behaviors

2.4 Job Satisfaction

Job satisfaction and retention have always been important issues for physicians. After all,

high levels of absenteeism and staff turnover can affect your bottom line, as temps,

recruitment and retraining take their toll. But few practices (in fact, few organizations)

have made job satisfaction a top priority, perhaps because they have failed to understand

the significant opportunity that lies in front of them. Satisfied employees tend to be more

productive, creative and committed to their employers. Family physicians who can create

work environments that attract, motivate and retain hard-working individuals will be

better positioned to succeed in a competitive health care environment that demands

quality and cost-efficiency. What's more, physicians may even discover that by creating a

positive workplace for their employees, they've increased their own job satisfaction as

well.

2.5 Theories of Job Satisfaction

After studying these theories it was identified that Herzberg’s two-factor theory is the

most suitable theory to identify the job satisfaction of the SNCO's ’in the SLAF. The

Herzberg two-factor theory seems relevant to measure the job satisfaction since it is

being used by many reputed organizations in the world and Sri Lanka. (Sri Lankan

Airlines, Commercial Bank, British Petroleum, DHL Worldwide are some examples).

Herzberg's theory

In the late 1950s, Frederick Herzberg, considered by many to be a pioneer in motivation

theory, interviewed a group of employees to find out what made them satisfied and

dissatisfied on the job. He asked the employees essentially two sets of questions:
1. Think of a time when you felt especially good about your job. Why did you feel

that way?

2. Think of a time when you felt especially bad about your job. Why did you feel

that way?

From these interviews Herzberg went on to develop his theory that there are two

dimensions to job satisfaction. It is motivation and "hygiene". Hygiene issues, according

to Herzberg, cannot motivate employees but can minimize dissatisfaction, if handled

properly. In other words, they can only dissatisfy if they are absent or mishandled.

Hygiene topics include company policies, supervision, salary, interpersonal relations and

working conditions. They are issues related to the employee's environment. Motivators,

on the other hand, create satisfaction by fulfilling individuals' needs for meaning and

personal growth. They are issues such as achievement, recognition, the work itself,

responsibility and advancement. Once the hygiene areas are addressed, said Herzberg, the

motivators will promote job satisfaction and encourage production.