“The Study of Relationships betweenOrganizational Cultures with Job

Performance”

Prepared by: Nor Hairina binti Hassan(805857)

Master of Public Management

Prepared for: Prof Dr.Abd Halim

University Utara Malaysia2010

ABSTRACT

The purpose of this study is to investigate the correlation between organizational

culture and work performance among the officers and men of Royal Malaysia Police

Force ( RMP ) Kota Bharu, Kelantan. This study also aimed at determining whether

organizational culture dimensions which are supportiveness, emphasis on reward,

innovation and performance Oriented and stability the variance in work performance

among the officers and men of RMP. Out of 300 questionnaires distributed, a total of

169 questionnaires were returned and can be used. The data was analyzed using

“Statistical Package for Social Science” (SPSS) version 15. This study involved two

variables that are dependent variable (job performance) and independent variables

(organizational culture). All independent variable in this study are the elements that

RMP may add in their performance appraisal system to increase its value. This study

also aimed at determining whether organizational culture dimensions which are

supportiveness, emphasis on reward, innovation, & performance Oriented and

stability in work performance among the officer RMP.

CHAPTER 1

RESEARCH BACKGROUND

1.1 INTRODUCTION

Royal Malaysian Police Force (RMPF) is a combination of the Police Force once

existed separately and has a history, tradition and culture respectively. History of

police in this country began on March 25, 1807, when the Police Force was

established in Penang, when the British to enforce the Charter of Justice (Charter of

Justice). As a regulatory institution with a history of 202 years, surely the police have

considerable influence organizational culture and a significant impact on its

members. According to Alauddin (2004) the practice and appreciation of excellent

work culture within the organization will be able to produce the human workers who

carry out their duties with full commitment, dedication, loyalty, cooperation and

integration. Organizational culture of excellence through earlier, the negative

practices will be avoided, while the positive actions can be enhanced to enable the

organization on track to achieve its goals. Positive work culture that lead to

organizational success well as organizational culture.

On this day, the task of policing an increasingly complex and challenging, even more

so in the future. The current rapid development in our country is felt and all the

precise focus towards making Malaysia as a country that is fully developed by the

Vision 2020. The era of the borderless world of globalization and information

technology (ICT) is rapidly produced a new paradigm shift in improving the police

force level of quality and professionalism of the members to meet public

expectations.

1.2 PROBLEM STATEMENT

The current rapid development has resulted in policing tasks more challenging and

difficult. Among the challenges is the Index Crime rate increased rapidly and the

mode of operation of a complex crime, the threat of drug abuse is increasingly due to

the emergence of new synthetic drugs, the threat of extremism racial and religious

militants, the threat of cyber terrorism and illegal immigrants. Police as a law-

enforcement agencies are important in this country, the duties and responsibilities

based on the “Crime Control” and “due process of law” is a measure of the quality of

professionalism and performance in law enforcement. Current public perception of

police performance is less satisfactory based on a total of 926 complaints received

by the Commission’s 316 recommendations from members of the public as of March

2005. Twenty-two (22) the proposals received from officers and police personnel.

Complaints received many policing issues of concern to the public. A third

complaints (312 complaints@33.7%) people in connection with the case of the

absence of follow-up on reports made by the police. A total of 191 cases (20.6%)

related to the abuse of power and nearly half of the complaints (186 complaints or

20.1%) of incompetence and lack of accountability. A total of 119 complaints (12.8%)

associated with poor public relations, 98 complaints (10.6%) of police corruption, and

20 complaints (2%) of deaths in police custody. Most of the suggestions from the

public are related to human resources and logistics policies. Another proposal is the

matter of corruption, community policing, human rights aspects of policing and police

body outside the browser.

There are many factors that led to the erosion performance of police work or police

work performance is not satisfactory. Among them is the vision, mission and

strategic objectives of the RMP, RMP leadership factors, the core strategy of the

police force, the factors of motivation, encouragement and rewards of police, core

values and ethics of the police force, police discipline and internal controls and

organizational culture. In this study of organizational culture as a focus or

concentration to undertake a quantitative analysis of whether there was a

relationship between organizational culture and performance in the Royal Malaysian

Police Force. Total index crimes for 2006, 2007 and 2008 were 196.780 cases

respectively, 209.582 and 211.645 cases of the case. We can see that index crimes

increased from 2006 to 2007 is 12.802 or 6.5% of cases while it increased crime

index for the years 2007 to 2008 was 2063 cases, or 1%. The increase in index

crimes dramatically certainly is “Indicator” that shows the level of police performance

is not satisfactory. In organizing an organization, organizational culture

determine how much power should be reduced to an officer

and members of his subordinates, the necessary degree of independence given the

employee duties and the extent to which policies and procedures will be

enforced. Organizational culture also affects the leadership styles of managers or top

Police leadership in the proper use motivational techniques, styles

appropriate leadership and authority levels can be implemented. From enforcement

of decisions in terms of control is external and internal, results should be

emphasized that the control or decision budgetary controls are all affected by culture

of an organization. In other words, organizational culture influences the course

Police management as the organizational culture is not only a

direction of the police alone but is the main thrust influence or motivate police work

performance.

1.3 STUDY QUESTION

1. Is there a relationship between organizational culture and support

the performance of the Royal Malaysian Police Force?

2. Is there a relationship between organizational culture stresses to reward the

performance of the Royal Police Force Malaysia?

3. Is there a relationship between organizational culture and innovation the

performance of the Royal Malaysian Police Force?

4. Is there a relationship between organizational cultures performance-oriented

with the performance of Royal Police Force Malaysia?

1.4 RESEARCH OBJECTIVE

1) Identify the relationship between organizational cultures and support the job

performance of officers and police personnel.

2) Identify the relationship between organizational culture stress to reward the

job performance of officers and police personnel.

3) Identify the relationship between organizational culture and innovation with

the job performance of officers and police personnel.

4) Identify the relationship between performance-oriented organizational culture

with the job performance of police officers and members.

1.5 STUDY SCOPE

The scope of this study is focused on the respondents-respondents consisted

of all 300 senior police officers and members of the police

lower ranks of the police headquarters in Kota Bharu, Kelantan. Lower ranks

comprise of Sub-Inspector, Sergeant Major, Sergeant, Corporal, L / Corporal and

Konstable while senior police officer who made the rank of ACP,

Supt, DSP, ASP, C / Insp. And Insp. The focus of this study were to look at how the

relationship between organizational culture and performance of officers and

members of the team Royal Malaysian Police.

1.6 RESEARCH INTEREST

The study quantitatively the relationship between organizational culture and

performance work for officers and members of the Royal Malaysian Police Force of

Bharu, Kelantan has not been carried out. Information and research findings will be

knowledge or assets useful to the police in an effort to improve performance

employment and quality of service to the public. The study also beneficial to the

study area organizational behavior.

CHAPTER 2

LITERATURE RIVIEW

2.1 INTRODUCTION

In this chapter, the researcher will describe the important things

associated with various definitions and concepts based on the analysis

studies have been made by local or foreign researchers who before the matter are

very similar to the study. There are also variables that is defined so that it see more

clearly the content is written and how researchers measure. This chapter discusses

the concept of culture organization as an independent variable, job performance as

dependent variables, the theoretical framework and research hypotheses.

2 2.2 JOB PERFORMANCE K. Rajkumar (2002) stated Performance

Management is the process of identifying, evaluating and developing the work

performance of employees in the organization, so that organizational goals and

objectives are more effectively achieved, while at the same time benefiting

employees in terms of recognition, receiving feedback, catering for work needs

and offering career guidance. Job performance can be defined as the

performance of the specific requirements of a job in terms of task elements that

must be completed (Broadwell, 1985). Other than that, job performance also can

be defined as the degree of accomplishment of a task that makes up an

individual’s job (L.W.Rue). In other source, job performance is defined as “…

Productivity multiplied by quality it is made up of both the amount of work

completed and the value of the work to the customer…the ability to deliver the

right output in the right way, on time and in one effort” (Philip Ricciardi, 1996). A

worker’s performance on the job is highly related to both the skills of the

individual worker and the interpersonal supports available within the organization.

Motowidlo and Van Scotter (1994), for example, studied the association among

task, contextual, and overall performance in a military setting. They found that

task performance and contextual performance contributed independently to

overall performance. The need to possess good interpersonal skills is essential

for the optimal performance of non-profit workers. For example, Gallagher and

Weinber (as cited in Alvarez, Santos & Vasquez, 2001) stated that, while for-

profit users pay for the product or service, the non-profit users pay for only a part

of the cost of the service and the donors pay the rest. This implies that non-profit

organizations partly depend on the relationship with individuals such as

contributors and not only clients. When surveying managers from public

organization and non-profit organizations, Berman (1999) found that cultures of

social service organizations as opposed to public organizations encouraged a

more open and frequent communication that was directed more toward

excellence rather than compliance. The need to possess good interpersonal

skills is essential for the optimal performance of non-profit workers. For example,

Gallagher and Weinber (as cited in Alvarez, Santos & Vasquez, 2001) stated

that, while for-profit users pay for the product or service, the non-profit users pay

for only a part of the cost of the service and the donors pay the rest. This implies

that non-profit organizations partly depend on the relationship with individuals

such as contributors and not only clients. When surveying managers from public

organization and non-profit organizations, Berman (1999) found that cultures of

social service organizations as opposed to public organizations encouraged a

more open and frequent communication that was directed more toward

excellence rather than compliance. Another feature that has been found to be

including in some job performance studies is the association between

demographic variables and job performance. Bhanthumnavin (2003), for

instance, found gender to be correlated to performance ratings. In another study,

age was found to be correlated with career commitment in human service

professionals (Cherniss, 1991). Other explanatory variable is potentially having a

large effect of job performance in ethnicity. Elvira and Town (2001), for example,

reported race made a difference in the job ratings received by workers from their

supervisors.2.3 ORGANIZATIONAL CULTURE A number of researchers have

identified the organizational culture or same manifestation of culture, like climate

(Jones, 1998), as having an impact on workers. Organizational culture refers to

patterns of belief, symbols, rituals, values and assumptions that evolve and are

shared by the members of the organization (Pettigrew, 1979; Schein, 1992).

Organizational culture influences how workers see themselves and affects their

level of involvement and commitment (Cherniss, 1991). Organizational culture

has also been found to influence worker’s perceptions of support given by the

organization (Rhoades & Eisenberger, 2002). Basically, organizational culture is

the personality of the organization. Culture is comprised of the assumptions,

values, norms and tangible signs (artifacts) of organization members and their

behaviors. Members of an organization soon come to sense the particular culture

of an organization. Culture is one of those terms that are difficult to express

distinctly, but everyone knows it when they sense it. The concept of

organizational culture has gained wide acceptance as a way to understand

human systems. From an "open-systems" perspective, each aspect of

organizational culture can be seen as an important environmental condition

affecting the system and its subsystems. The examination of organizational

culture is also a valuable analytical tool in its own right. This way of looking at

organizations borrows heavily from anthropology and sociology and uses many

of the same terms to define the building blocks of culture. Edgar Schein, one of

the most prominent theorists of organizational culture, gave the following very

general definition:“The culture of a group can now be defined as: A pattern of

shared basic assumptions that the group learned as it solved its problems of

external adaptation and internal integration, that has worked well enough to be

considered valid and therefore, to be taught to new members as the correct way

to perceive, think, and feel in relation to those problems”. (Schein 373-

374)Organizational culture mean is deep, largely subconscious, and tacit code

that gives the 'feel' of an organization and determines what is considered right or

wrong, important or unimportant, workable or unworkable in it, and how it

responds to the unexpected crises, jolts, and sudden change. All new employees

must assimilate this code ('learn the ropes') to know the correct way to behave

and what to expect from other employees. Organizational culture is the sum total

of an organization's past and current assumptions, experiences, philosophy, and

values that hold it together, and are expressed in its self-image, inner workings,

interactions with the outside world, and future expectations. It is based on shared

attitudes, beliefs, customs, express or implied contracts, and written and

unwritten rules that the organization develops over time and that have worked

well enough to be considered valid.Lent and Lopez (2002) highlighted the

importance of studying self- efficacy within organizational cultures. For that

reason, the current study examines worker interpersonal self-efficacy related to

understanding and supporting individuals in need of assistance. Several gaps in

the association between organizational culture and self-efficacy of the non-profit

human service workers are addressed in this study as well. To identify gaps in

organizational culture research that may need to be addressed, it would be

helpful to examine a broader view of culture in organization. Deal and Kennedy

(1982) stated that people are a company’s greatest resources, and the best way

to manage them is through the subtle cues of a culture. The added that a strong

culture is a system of informal rules that spelled out how individuals are to

behave most of the time, and this culture enabled individuals to feel better about

what they did, so they were more likely to work harder. Although for-profit

organization may also use enabling and supporting skills with customers, their

focus is not to provide a human service like non-profit organization, but to

increase their profits. Organizational culture has been defined as the “normative

glue” that holds an organization together (Tichy, 1982). Forehand and von Gilmer

(1964) suggest that culture is the set of characteristics that describe an

organization and distinguish it from others. Schein (1990), in a more

comprehensive fashion, defines culture as values and behaviors that are

believed to lead to success and are thus taught to new members. Morgan (1997)

describes culture as “an active living phenomenon through which people jointly

creates and recreates the worlds in which they live.”For Deshpande & Farley

(1999) defines culture as organiasi a set of values, beliefs, polar-polar behavior

of the form identity core of the organization and help shape employee behavior.

According to Christiansen (2000), culture is part of the set

the unwritten rules. A company has a rule but the company has no regulations

cover every situation a person will be located. Sometimes a person will use their

discretion.

How they use is subject to consideration whether their belief in the company hold

them accountable. Gupta & Govindarajan (2000) present a framework in which

organizational culture has a six-component of the organizational structure,

information systems, individual reward systems, leadership and process. Each

component has their own dimension. O'Reilly et al. (1991) has developed the

organizational culture profile consists of three component. The first component is

to handle work which consists of a detailed three-dimensional, stable and

innovation.

The second component is the organizational structure is divided into two

dimensions of relationship-oriented team and "interpersonal." The third

component is the individual actions that can be divided into two dimensions are

the result of an aggressive attitude.Boon, Arumugam, Vellapan, & Wai Yin (2006)

conducted a study or quantitative analysis of the relationship between

organizational culture and job satisfaction of health sector workers in Malaysia.

The study conducted on workers in four (4) the health organization state. The

findings also showed that employee perceptions of organizational culture and

related variables are significant and positive impact on employee job satisfaction.

This study proves the higher employee awareness of (5) dimensions of

organizational culture that support, emphasis on rewards, innovation,

performance oriented, stability and communication, the more positive reaction to

employee satisfaction. The study also showed that support was the most

dominant dimension of (5) dimensions of organizational culture and has a strong

relationship with employee satisfaction. This study also supports earlier findings

by Lund (2003), Gray, Densten and Sarros (2003). Mohammad & Arif (2000)

have investigated the relationship between organizational culture and work

organization within Pakistan. The study was conducted in seven (7) private

companies in Malaysia. The findings showed there was a relationship between

the organizational culture and organizational commitment, job involvement.

Relation is positive and strong. The results of this study are also consistent with

previous studies in which the role of organizational culture is to promote the

positive work.The findings also show that there are several dimensions of

organizational culture that encourages efficiency and productivity of its

employees which in turn will allow organization achieve competitive advantage

competitive. Thus the organizational culture should be monitored continuously to

the beliefs and a value shared by members of the organization continues to

evolve and ultimately management practices can facilitate a conducive work

culture. Rashid, Sambasivan & Johari (2002) conducted a study on the influence

of corporate culture and organizational commitment to the financial performance

of Malaysian companies. The findings have shownnthere is a correlation

between corporate culture and organizational commitment. Relation is significant

and positive impact on employee job satisfaction. The results of this study are

quite important implications for human resource development and motivate

employees. This study also proved that the corporate culture and organizational

commitment have an impact and influence the company's financial performance.

This means that the kind of corporate culture and organizational commitment

may be an important factor in determining performance or achievements of the

company. Lok & Crawford (2003) conducted a study on the effect of

organizational culture and leadership style on job satisfaction and organizational

commitment for managers of various industries in Hong Kong

and Australia. The findings also showed that managers in Australia have “Mean

Scores” are higher for the variables of organizational culture of innovation and

support on job satisfaction and organizational commitment than managers from

Hong Kong. For both samples, variables, innovation, support and leadership

styles

Grace-feeling has a positive effect on job satisfaction and organizational

commitment.Xavier (2007) has been conducting research on cultural factors and

factors

in determining the entrepreneurial economy in a plural society and being

developed as Malaysia. The findings have shown has no significant correlation

between economic factors and factors culture on entrepreneurial propensity. This

study proves the Malay is correlation between economic factors entrepreneurial

tendencies and no significant correlation relationship of culture with

entrepreneurial tendencies. For Chinese has no significant correlation between

economic factors entrepreneurial tendencies, but there is a correlation

relationship Significant among the factors of culture with entrepreneurial

tendencies. For Indians no significant correlation relationship of these two factors

with entrepreneurial tendencies.2.4 THEORETICAL FRAMEWORK

REVIEWINDEPENDENT VARIABLE DEPENDENT

VARIABLE According to the theoretical framework as in figure 1, the

independent variables consisted of five dimensions of organizational culture

support, emphasis on rewards, innovation and performance oriented. The

definitions of the dimensions of organizational culture are as follows are: 2.4.1

SUPPORTIVENESSYoon & Thye (2000) have investigated the support site

supervisor’s work: authenticity and positive. The findings show support of

colleagues and the organization is essential to bring the supervisor support.

Employees who have a high positive supervisor will receive support because

they are interesting from the aspect of social. Social support will increase job

satisfaction, job commitment, and effectiveness of the organization and conduct

of individuals. Pierce, Sarason & Sarason (1992) conducted a study on

expectations in general and specific support and pressure for expects to support

the response. The findings showed that the with the notion that parents who are

providing support in pre-and post-speech speech is more specific support.

Gelissen (2000) conduct a study on popular support for

institutional cohesion: A comparison of the welfare state in Europe. Results

showed that moral commitment to the welfare state dominate the individual level.

Individual interests take place if someone is depending on handouts of the

welfare state. Janssen (2005) conducted a study on the impact of joint feedback

effect on supervisor support and conduct innovative workers. The findings

indicated support for the supervisor to mediate the relationship between the

perceptions of employees in the workplace and the behavior they are innovative.

According to & Muhammad Sagir (1998) can be defined as the level of support

which provided communications manager, assistant, assistance and support to

their subordinates. According to Ansari (1990) support can be understood as the

organization to support and facilitate

each member of the organization.2.4.2 EMPHASIS ON REWARDSZhang (1998)

conduct a study whether social norms, such as factor "Guanxi" (relationship) and

"Renqing" (the influence of human factors) will affect the results rewarding. The

findings show Chinese national culture in the context of these two factors indeed

influence to reward employees. Moore 's (2003) have investigated whether the

presence of class lectures for students, whether the punishment is more effective

than the reward? The findings showed that improving the attendance rate of

lecture classes related to the advancement of academic performance and stress

the advancement of academic achievement for the benefit of the presence of

class lectures is more effective in improving attendance and class lectures

academic performance when compared to penalties for failure lecture class.

Beckman (1978) conducted a study on the relevance of the remuneration and

cost to the parents and job opportunities for women workers. The findings

showed female workers appreciate professional intrinsic aspects, the relationship

with his son and more like her compared with the non-working women

professionals are more concerned extrinsic value.According to & Muhammad

Sagir (1998) emphasis on rewards can defined as the extent to which rewards

such as salary increases and promotion are based on employee performance in

services, prefer to work and so forth. According to Ansari

(1990) also stresses the benefits organization means an emphasis the rewards

or penalties to control the behavior of workers. Szilagyi (1980) has been carrying

out research on the reasons leader management reward behavior with employee

performance, employee absenteeism and job satisfaction. The results showed

that positive perceptions the behavior is rewarded leader root causes of

performance

workers and job satisfaction. Perceptions of punishing leader behavior are the

cause of dissatisfaction of workers. Perception of performance in relation to the

benefits provided by leader influence a significant effect on employee attitudes

and behavior.2.4.3 INNOVATIONAccording to the Dictionary of Prime (1997)

creativity and innovation can be defined as or a newly introduced, such as

systems, methods, or the traditional way.

According to Chatman & Jehn (1994) means an expected innovation be creative

and to generate new ideas. Duivenboden & Thaens (2008) has been conducting

research related to ICT innovation culture of public sector administration. The

findings showed that the relationship between innovation and public sector

organizational culture is more complex. Accelerate the success of innovative

cultural change. Otherwise successful innovation will eventually lead to changes

in public sector culture. From a study conducted by O'reily III & Tushman (1998)

found two

important norms of organizations that promote the innovation of the norm

that emphasizes the effective and functional working groups and norm groups

that emphasizes speed and urgency. For the working group, three important

factors are collaboration, common goals and shared open information. Norma

said that emphasizes speed results must be provided immediately, expectations

that promote

flexibility and customization, as well as encouraging personal autonomy to

action.Doner, Hicken & Ritchie (2009) conducted a study on the challenges

politics of innovation in developing countries. Findings have shown the political

willingness to promote innovation and the structure of political organization is

strongly influenced by threats faced by leader. Richman, Udayakumar, Mitchell &

Schuman (2008) have carried out study on how organizations can be innovative

reform healthcare industry. The findings showed that the prospect of innovation

is the way Best Solution for the cost of expensive and weaknesses of the quality

system American health.2.4.4 PERFORMANCE ORIENTEDThe people in the

category performance-oriented on the contrary, do not at all strive for perfection.

Instead they have a need to achieve performance immediately. Such

performance leaves no time for intellectual curiosity. Instead, techniques already

known to them must be applied to solve problems. To these people, failure is a

disaster whose sole feature is to harm instant performance. Similarly, learning

represents the possibility of failure and must thus be avoided if possible. To the

people in this category, knowledge in other people also represents a threat. As

long as everybody around them uses tools, techniques, and methods that they

themselves know, they can count on outperforming these other people. But when

the people around them start learning different, perhaps better, ways, they must

defend themselves. Other people having other knowledge might require learning

to keep up with performance, and learning, as we pointed out, increases the risk

of failure. One possibility for these people is to discredit other people's

knowledge. If done well, it would eliminate the need for the extra effort to learn,

which would fit very well with their objectives.Improving performance has been

the most serious issue in the current discussion of public organizations and their

management. The last two decades have witnessed the emergence

“performance-oriented management” (POM) practices as a primary vehicle for

improving governmental performance. POM can be broadly defined as

management strategies that apply rational management tools and/or use of

incentives as the main drivers for enhancing performance. Despite the

significance of POM in the practice of public management, however, few

systematic efforts have been made to investigate the effectiveness of POM as a

management strategy for enhancing governmental performance. The importance

of this study is that it fills the void by drawing on data from a large-scale federal

survey to test whether POM actually ensures the results envisioned by its

advocates. The results of the analyses show that both of the core elements of

POM goal setting and incentive system design are important factors that affect

performance dimensions such as productivity and quality of work, providing

support for the idea that POM can be a performance driver in governmental

settings. In an effort to further the understanding of POM, this study also

examines whether the impact of POM on organizational performance is

conditioned by the presence of intensive external political influences. POM

sceptics often point to the political environment as a primary challenge for

successful implementation of POM in governmental settings. Here, subgroup

analysis results are mixed. Goal setting is less effective in improving

organizational performance in federal agencies with high political salience than in

federal agencies with low political salience. The effect of design of incentive

systems is not significantly different across the groups. Finally, implications of the

research findings are discussed in relation to the issue of administrative reform

and the research on governmental performance.Giota (2006) have investigated

the relationship between orientation

goals, accomplishments and good behavior in school. Findings shows that

students who have been negatively perceived orientation shows that low

academic achievement, self-assessment low and high anxiety levels when

compared with

other students. Ge & Ding (2005) conducted a study on market orientation,

competitive strategy and performance. The findings show customer orientation

and innovation that has the effect of strategic strong company

performance.HYPOTHESIS

1) Ho: there was no relationship between organizational culture and

support the job performance of police personnel.

2) Ho: there was no relationship between organizational culture stresses

to reward the job performance of police personnel.

3) Ho: there was no relationship between organizational culture and

innovation with the job performance of police personnel.

4) Ho: there was no relationship between performance oriented

organizational cultures with the job performance of police personnel.

CHAPTER 3

RESEARCH METHODOLOGY

3.1 INTRODUCTION

This chapter will discuss in detail the approaches, methods and processes which will

be used to collect and analyze data needed to test the hypothesis. The matters to be

discussed related to the methodology of the study include the population and

sample, data collection methods, questionnaire design, pilot test, test reliability and

data analysis methods.

3.1.1 STUDY SAMPLE AND DATA COLLECTION METHOD

This study relies heavily on primary data. The sample selection is appropriate to the

topic selected for the sample is composed of those who are in the organizational

culture and understanding tasks and problems in the department during their tenure.

Collection data in this study involved the distribution of a questionnaire that

distributed to police officers and members of the Liaison Officer Civil Police Force. A

total of 3OO structured questionnaire distributed through the delivery of hands to the

officers concerned. Respondents were given two weeks to complete the

questionnaire and use only as much as 169 just to make the analysis in this study.

3.1.2 DESIGN QUESTIONNAIRE

In the course of this study, researchers have used questionnaires a structured

questionnaire. Each measurement is derived from studies published in academic

journals. The structure of this questionnaire consists of three parts, Part A

for demographic (demographic variables), Part B for the items associated with

organizational culture and Part C for that item related to job performance as shown

in Appendix B. All these items are taken from the publication of the English

language. For order to facilitate understanding of the questions raised

particularly to members of the police, the translation to Bahasa Malaysia has been

made. Part A consists of seven (7) items on the demographic (background

rear) of samples to be studied. It includes the department, gender, age, marital

status, educational level, and rank. Questionnaire Part B is to measure

organizational culture available at police headquarters in Kota Bharu. It consists of

25 questions divided into four dimensions of support, emphasis on rewards,

innovation, and performance oriented. Organizational culture instruments were

adapted from studies by Boon, Arumugam, Vellapan, & Wai Yin (2006) that

developed from this study Steward (1986). Section c Questions about the dependent

variable, job performance using the instruments of self-assessment system (self -

rating system) and questions of performance is taken from a study of Suliman's

(2001) in which this instrument is 19 items. Work performance is evaluated through

self-assessment system. It requires respondents to assess their own performance.

According to Mathis & Jackson (2003) self-assessment workers are a source of

performance information a valuable and reliable. According Maber & Peace

(1995) workers are people who know best their own performance. This is because

the workers are on duty or work and have authentic information related to the

strength and weak performance. However, problems that might arise from the use of

self-evaluation is to assess the possibility of any employee of their own

too loose. These limitations are offset by the fact that most workers is honest when

asked about their strengths and weaknesses. They can compare their performance

with prior expectations. According Newstrom & Davis (1993) to reduce the self-

assessment threats to the dignity of other people looked. In addition, by Lyles & Salk

(1997) as cited by Montes et al., (2005) response performance is a reasonable

substitute for objective performance evaluation.

3.2 PILOT TEST

A pilot study (pilot study) is a small-scale studies that conducted before the actual

study done. It was done to see or to test the feasibility, reasonableness or reliability

of then an instrument used for research to be done. By this pilot study, also known

as "mini review" of a scale study-full (full scall study) was conducted. A pilot study

was conducted the 30 respondents policemen in Kota Bharu, Kelantan. According to

Hair et. al. (2007), for the purpose of the pilot study, number of subjects that are of at

least four or five individuals and the maximum amount is not more than thirty. A

questionnaire distributed was collected a week later. Feedback on the clarity of

words and the direction is positive.

Overall, the respondents understand the questions and answers question, despite

some corrections, especially the related to the translation section. Questionnaire

were collected checked to ensure that all questions be answered before any work

Data entry is made for reliability purposes. Results Cronbach's Alpha value of the

test pilot and test for the five dimensions of trust organizational culture and

performance are shown in Table 3.3 as follows:

Result Reliability

VARIABLE ALPHA CRONBACH

_________________________________________________________________

SUPPORTIVESS .765

EMPHASIS ON REWARDS .717

INNOVATION .567

PERFORMANCE ORIENTED .728

JOB PERFORMANCE .850

________________________________________________________________

REFFERENCE

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APPENDIX

Scale: sokongan

Case Processing Summary

N %

Cases Valid 30 100.0

Excludeda 0 .0

Total 30 100.0

a. Listwise deletion based on all variables in the

procedure.

Reliability Statistics

Cronbach's

Alpha N of Items

.765 5

Scale: ganjaran

Case Processing Summary

N %

Cases Valid 30 100.0

Excludeda 0 .0

Total 30 100.0

a. Listwise deletion based on all variables in the

procedure.

Reliability Statistics

Cronbach's

Alpha N of Items

.717 5

Scale: inovasi

Case Processing Summary

N %

Cases Valid 30 100.0

Excludeda 0 .0

Total 30 100.0

a. Listwise deletion based on all variables in the

procedure.

Reliability Statistics

Cronbach's

Alpha N of Items

.567 5

Scale: performance oriented

Case Processing Summary

N %

Cases Valid 30 100.0

Excludeda 0 .0

Total 30 100.0

a. Listwise deletion based on all variables in the

procedure.

Reliability Statistics

Cronbach's

Alpha N of Items

.728 5

Scale: prestasi kerja

Case Processing Summary

N %

Cases Valid 30 100.0

Excludeda 0 .0

Total 30 100.0

a. Listwise deletion based on all variables in the

procedure.

Reliability Statistics

Cronbach's

Alpha N of Items

.850 19

QUESTIONARE

BAHAGIAN A : MAKLUMAT PERIBADI

PANDUAN: Soalan ini bukan satu ujian dan tidak perlu bimbang semasa

menjawabnya. Kajian ini dibuat secara menyeluruh dan bukan bertujuan

untuk mengkaji atau memberi perhatian kepada individu tertentu. Sila

tandakan ( _/ ) pada ruangan yang disediakan berkenaan tentang diri anda.

1.JABATAN :

Jabatan Siasatan Jenayah

Jabatan Siasatan Jenayah Komersil

Jabatan Siasatan Jenayah Narkotik

Jabatan Logistik

Jabatan Pengurusan

Jabatan KDN/KA

Jabatan Cawangan Khas

2. JANTINA : Lelaki

Perempuan

3. UMUR : ≤20

21-25

26-30

31-35

41-45

46-50

51-58

4. STATUS : Bujang

PERKAHWINAN Berkahwin

5. KELULUSAN TERTINGGI: PHD

SARJANA

SARJANA MUDA

DIPLOMA / STPM

SPM

PMR DAN KEBAWAH

6. PANGKAT : ACP C/INS-INS/P KPL

SUPT SUB INSP L/KPL- KONS

DSP SJN MEJAR

ASP SJN

BAHAGIAN B: BUDAYA ORGANISASI

Sila gunakan lima skala di bawah dan bulatkan untuk menunjukkan sejauh

mana anda bersetuju atau tidak bersetuju dengan setiap pernyataan tentang

budaya organisasi anda pada masa ini.

1 2 3 4 5

Sangat Tidak Setuju Tidak Setuju Tidak Pasti Setuju Sangat Setuju

1) SUPPORTIVENESS

1. Misi organisasi Polis Diraja Malaysia adalah jelas

kepada semua

pekerja.

Organizational mission of Royal Malaysia Police Force clear to all

employees.

1 2 3 4 5

2. Polis Diraja Malaysia menyokong pembangunan

profesional.

Royal Malaysia Police Force support for professional development.

1 2 3 4 5

3. Polis Diraja Malaysia menyokong pembangunan

peribadi.

Royal Malaysia Police Force support for personal development.

1 2 3 4 5

4. Polis Diraja Malaysia sentiasa bertindak berdasarkan

prinsip bahawa manusia ialah asetnya yang paling

penting.

Royal Malaysia Police Force consistently acts on the principle that

people are its greatest asset.

1 2 3 4 5

5. Semua orang dilayan secara saksama dalam Pasukan

Polis Diraja Malaysia.

People are treated fairly in Royal Malaysia Police Force.

1 2 3 4 5

2) REWARD

1. Ganjaran dan penghargaan adalah selaras dengan

sumbangan individu dalam Polis Diraja Malaysia.

Rewards and recognition consistent with individual contribution in

Royal Malaysia Police Force.

1 2 3 4 5

2. Dalam Pasukan Polis Diraja Malaysia, kreativiti/inovasi

diberikan ganjaran.

Creativity/ innovation is rewarded in Royal Malaysia Police Force.

1 2 3 4 5

3. Pasukan Polis Diraja Malaysia menyedari perlunya

menyeimbangkan keperluan peribadi dengan keperluan

organisasi.

Royal Malaysia Police Force is aware of need for balance between

personal and organizational needs.

1 2 3 4 5

4. Polis Diraja Malaysia memberikan faedah sampingan

yang berkualiti.

Royal Malaysia Police Force accommodate good quality of fringe

benefits.

1 2 3 4 5

5. Tahap gaji di Polis Diraja Malaysia selaras dengan

tahap gaji dalam organisasi lain bagi pekerjaan yang

setaraf dengannya.

Pay levels of Royal Malaysia Police Force consistent with

comparable work in other organizations.

1 2 3 4 5

3) INOVASI

1. Polis Diraja Malaysia menggalakkan dan menyokong

inovasi.

Royal Malaysia Police Force encourages and supports for

innovation.

1 2 3 4 5

2. Polis Diraja Malaysia menggalakkan input daripada

pekerja.

Royal Malaysia Police Force encourages employee input.

1 2 3 4 5

3. Polis Diraja Malaysia memberikan peluang kepada

pekerjanya untuk turut serta dalam proses membuat

keputusan dalam organisasi.

Royal Malaysia Police Force gives the opportunities for employee

involvement in organizational decision-making.

1 2 3 4 5

4. Polis Diraja Malaysia bertindak balas terhadap input

daripada pekerja -tindakan susulan dibuat.

Royal Malaysia Police Force responsive to employee input-there is

follow-up.

1 2 3 4 5

5. Polis Diraja Malaysia mempunyai kemudahan fizikal

yang berkualiti.

Royal Malaysia Police Force possess quality of the physical

facilities.

1 2 3 4 5

4) PERFORMANCE ORIENTED

1. Perkara yang mengeratkan perpaduan dalam Polis

Diraja Malaysia ialah penekanan ke atas tugas dan

pencapaian matlamat.

The glue that holds Royal Malaysia Police Force together is the

emphasis on task and goal accomplishment.

1 2 3 4 5

2. Dalam Polis Diraja Malaysia,matlamat ke arah

penghasilan dikongsi bersama.

In Royal Malaysia Police Force a production orientation is

commonly shared.

1 2 3 4 5

3. Polis Diraja Malaysia memberikan maklum balas

tentang prestasi di semua peringkat organisasi.

Royal Malaysia Police Force gives feedback on performance at all

levels of the organization.

1 2 3 4 5

4. Polis Diraja Malaysia mengekalkan pekerja yang baik

dalam organisasi.

Royal Malaysia Police Force retain good people in the

organization.

1 2 3 4 5

5. Polis Diraja Malaysia mengamalkan sistem pengurusan yang

sepadan dengan tanggungjawab yang dipikul.

Royal Malaysia Police Force practices management adequate for its level of

responsibilities.

1 2 3 4 5

BAHAGIAN C : PRESTASI KERJA

Sila gunakan lima skala berikut dan bulatkan untuk menyatakan dengan jujur

prestasi kerja semasa anda.

1 2 3 4 5

Sangat Tidak Setuju Tidak Setuju Tidak Pasti Setuju Sangat Setuju

1. Saya tahu kerja yang perlu saya lakukan setiap hari

dan prosedur yang perlu diikuti.

I understand on a daily basis what I need to carry out in my

work, and what procedures are to be used.

1 2 3 4 5

2. Saya tahu matlamat dan keperluan kerja saya.

I understand my work goals and requirements.

1 2 3 4 5

3. Saya tahu tanggungjawab kerja saya.

I understand my work responsibilities.

1 2 3 4 5

4. Saya mempunyai kemahiran yang mencukupi untuk

melaksanakan kerja saya dengan cekap.

I have sufficient know-how to carry out my work proficiently.

1 2 3 4 5

5. Saya tahu langkah, prosedur dan kaedah yang perlu

diikuti untuk melaksanakan kerja.

I understand the steps, procedures, and methods required to

carry out the work.

1 2 3 4 5

6. Saya biasa dengan kemahiran yang diperlukan untuk

melaksanakan kerja dengan berkesan.

I am familiar with the skills required for the work to perform

effectively.

1 2 3 4 5

7. Saya bersemangat untuk melakukan kerja saya.

I have the desire to carry out my work.

1 2 3 4 5

8. Saya bekerjasama dengan penyelia demi manfaat

kerja.

I cooperate with the supervisor(s) for the benefit of work.

1 2 3 4 5

9Saya bekerjasama dengan rakan sejawat demi

manfaat kerja.

I cooperate with the peers for the benefit of work.

1 2 3 4 5

10. Saya boleh menumpukan perhatian dan memberikan

yang terbaik dalam kerja saya.

I can concentrate on and give my best to the work.

1 2 3 4 5

11. Hasil kerja saya betul dan tidak mengandungi

kesilapan.

My work outcomes are free from errors and accurate.

1 2 3 4 5

12. Saya mampu menghasilkan kerja yang berkualiti

tepat pada masanya.

I am able to complete quality work on time.

1 2 3 4 5

13. Kepantasan saya bekerja adalah memuaskan.

My work speed is satisfactory.

1 2 3 4 5

14. Saya mampu menyelesaikan kerja yang banyak

tepat pada masanya.

I am able to complete quantity work on time.

1 2 3 4 5

15. Saya berpegang pada amalan dan pendekatan

sebelum ini semasa melakukan kerja.

I stick to previous practices and approaches when doing my

work.

1 2 3 4 5

16. Saya mencari cara baru untuk menyelesaikan

masalah kerja saya.

I search for fresh and new ways for resolving problems in my

work.

1 2 3 4 5

17. Saya mengemukakan dan mencuba idea baru dalam

kerja saya.

I come up with and try new ideas in my work.

1 2 3 4 5

18. Saya cuba mempersoalkan cara lama melakukan

kerja saya.

I try to question old ways of doing things in my work.

1 2 3 4 5

19. Saya berpegang pada tabiat lama apabila

melakukan kerja.

I stick to old established habits when doing my work.

1 2 3 4 5