Satisfaction with service conditions among police managers: an empirical study of a commisionerate, Haryana

The Southwest Journal of Criminal Justice, Vol. 8(1) 99 literature review Police Job Satisfaction Although the concept of job satisfaction has been extensively investigated in other professions, empirical research conducted on job satisfaction among police officers has been limited (Bennett, 1997; Dantzker, 1994; Zhao et al., 1999). As a result of high employee turnover, increased recruitment and training expenses for new police applicants may harm the limited budgets of law enforcement agencies, thus endangering the effectiveness of public safety. These operational managers are empowered and held accountable to focus, manage, and direct their organizational sub-unit's problem-solving process towards addressing the crime and disorder issues associated with this data. The main reason for the differences between organizations lies in how the management of an organization understands and implements their role in human resource management, and whether it shows commitment and sets an example to its employees. It is only in this way that they can ensure the satisfaction of their employees. The Service Conditions which have been made part of the study included such as; pay, working hours, medical facilities, incentives for additional responsibilities, getting the leave, fool-proof promotion process, getting promotion as and when due and rewards awarded on merit to the officers.