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The concept of organizational justice refers to employee perceptions about whether the employing organization treats workers in a fair and just manner. Policing research has shown that officers' organizational justice views are associated with various salient outcomes (e.g., job satisfaction, organizational commitment, and misconduct). No research has been published on the relationship of justice views and the life satisfaction of police officers. The current preliminary study explored how distributive and procedural justice were related to life satisfaction based on self-reported survey data from 827 police officers from the state of Haryana in India. Factor analysis suggested that two variables represent procedural justice: one focused on the perceived fairness of procedures for evaluation and the other focused on the perceived fairness of the procedures for promotion decisions. Only one factor was needed for distributive justice. Ordinary least squares (OLS) regression analysis indicated that all three justice variables had significant positive associations with life satisfaction. The results suggest that enhancing distributive and procedural justice views of officers should increase the level of reported satisfaction with life. [ABSTRACT FROM AUTHOR]

Public trust in the police is an important element of a healthy democracy. Concurrently, trust within the workplace is essential for a healthy organization, including the police. The main forms of organizational trust are management, supervisor, and coworker trust. However, there has been little research on how organizational trust affects police officers. This study examines the effects of these three forms of organizational trust on the job satisfaction, job involvement, and organizational commitment of police officers. The sample of 827 officers was drawn from two districts in Haryana, India. The findings indicate that all three forms of trust play an important role in improving the work attitudes of Indian police officers and that personal characteristics account for a lesser variance than the trust variables. [ABSTRACT FROM AUTHOR]

Correctional institutions are manpower-intensive organizations, and organizational commitment is important for their successful functioning. This study uses the job demands model to examine effect of workplace variables on organizational commitment. Using a sample of 163 correctional officers from a prison in Haryana State, India, we find that job demands (fear of being hurt and work and role overload) have no significant effect of organizational commitment. All four components of job resources (instrumental communication, job autonomy, quality of supervision, and job variety) were found to be positively and significantly associated with organizational commitment. The study highlights the importance of adequate knowledge of job resources in trying to raise the affective commitment of correctional officers. [ABSTRACT FROM AUTHOR]

Trust is a vital part of society and is critical for organizations. The main forms of organizational trust are management trust, supervisor trust, and coworker trust, each of which allows organizations to function and operate efficiently. This is particularly true for police agencies. Yet, few studies have examined how organizational trust affects police officers. The job of a police officer can be demanding, often resulting in heightened job stress. It is unclear whether organizational trust can reduce job stress or, conversely, whether low or non-existent organizational trust contributes to job stress. The current study explored the effects of management trust, supervisor trust, and coworker trust on job stress among Indian police officers, while also assessing the effects of job autonomy, views on quality training, role overload, role underload, and perceived dangerousness of the job. A sample of 827 police officers was drawn from two districts in the state of Haryana in India. Supervisor and coworker trust had statistically significant negative effects on job stress, while management trust had nonsignificant negative effects. Job autonomy and views on quality training also had significant negative effects, while perceptions of the job as dangerous and role overload had significant positive effects. Role underload had nonsignificant effects. The results indicate that building coworker and supervisor trust, increasing job autonomy, improving views on quality training, and reducing role overload and perceptions of the job as posing a risk should reduce job stress for police officers. [ABSTRACT FROM AUTHOR]

Life satisfaction is an important concept for both police and other law enforcement organizations. Past research on the spillover theory has found that higher life satisfaction results in better physical health, being more open-minded, improved effort, and longer life expectancy. The spillover theory holds what happens at work does not stay at work but spills over and affects a person's overall life. Workplace variables, particularly job stress, job involvement, job satisfaction, and organizational commitment do not just affect people at work, but also affect people's satisfaction with their overall lives. The current study examined how job stress, job involvement, job satisfaction, and organizational commitment were associated with life satisfaction among a sample of 827 police officers from the state of Haryana in India. In a multivariate ordinary least squares regression analysis, job stress had a significant negative effect on life satisfaction, whereas job involvement, job satisfaction, and organizational commitment had significant positive effects. The results suggest that police administrators should attempt to lower job stress and increase job involvement, job satisfaction, and organizational commitment among officers to raise their life satisfaction, which, in turn, should benefit the individual officers, the police agency, and the community being served. [ABSTRACT FROM AUTHOR]

High job involvement has been shown to result in many favourable outcomes, including higher job satisfaction, increased work performance, and improved life satisfaction. Organisational justice, which includes the concepts of distributive and procedural justice, refers to the perception that the employing organisation treats employees in a fair and just manner. This study used survey data from 827 police officers from the Indian state of Haryana to explore how distributive and procedural justice affect job involvement. Ordinary least squares (OLS) regression analysis indicated that both components of procedural justice (promotions and evaluations) were positively related to, and significant predictors of, job involvement; however, distributive justice did not have a significant effect in the multivariate analysis. We examine the policy implications of these findings towards achieving the ends of improved organisational performance. [ABSTRACT FROM AUTHOR]

Policing has long been recognized as a stressful, emotionally trying, and sometimes dangerous occupation. Job stress is related to several harmful outcomes for officers, and ultimately police organizations. The present study empirically examined the applicability of the job demands–resources model to explain levels of work stress experienced by a sample of police officers in India. Survey data collected from 827 officers in the Indian state of Haryana were examined to determine the impact of five job demands and four job resources on work stress. Our findings suggest that role ambiguity, role conflict, and role overload are associated with higher levels of officer stress, whereas organizational support, formalization, and employee input in decision making are all associated with lower levels of stress. The implications of our findings for policing and the job demands–resources model are also discussed. [ABSTRACT FROM AUTHOR]

Law enforcement is often described as a challenging occupation, and working in law enforcement can result in work–family conflict. This exploratory study was undertaken to examine how the different dimensions of work–family conflict are related to job stress among Indian police officers. There are four major dimensions of work–family conflict: strain-based, behavior-based, time-based, and family-based. Data was collected from a survey of police officers in the Sonipat and Rohtak districts of the Indian state of Haryana. Bivariate results revealed that an increase in any one of the dimensions of work–family conflict was associated with increases in stress from work. Multivariate analysis, however, revealed only three of the four dimensions of work–family conflict had a significant association with job stress. Specifically, strain-based conflict, behavior-based conflict, and family-based conflict were significantly associated with higher levels of job stress. These findings provide support for the job strain model. [ABSTRACT FROM AUTHOR]

The job satisfaction of staff is vital for the effective functioning of any organization. Many studies have been conducted that examine the job satisfaction of correctional officers, though mostly in Western nations. To examine job satisfaction in a cross-cultural setting, this study uses survey data from a sample of 163 correctional officers in a prison in the State of Haryana, India. We examine how job demands (perceived dangerousness of the job and role overload) and job resources (instrumental communication, job autonomy, quality supervision, and job variety) affect job satisfaction. The results indicate that all four job resource variables had significant positive associations with job satisfaction, while neither job demand variable was significantly related to job satisfaction. The implications of the study for policy are also discussed. [ABSTRACT FROM AUTHOR]