stdClass Object
(
    [id] => 18391
    [paper_index] => 202512-01-025282
    [title] => EXPLORING THE DYNAMICS OF JOB PERFORMANCE AND SATISFACTION AMONG POLICE OFFICERS UNCOVERING DEMOGRAPHIC, CHALLENGES AND PATHWAYS TO IMPROVEMENT
    [description] => 
    [author] => Manuel Almadrigo Padlan
    [googlescholar] => 
    [doi] => https://doi.org/10.36713/epra25282
    [year] => 2025
    [month] => December
    [volume] => 11
    [issue] => 12
    [file] => fm/jpanel/upload/2025/December/202512-01-025282.pdf
    [abstract] => This explanatory sequential mixed-methods study investigated the job performance (JP) and job satisfaction (JS) dynamics among 229 police officers in the Antipolo Component City Police Station. The quantitative phase, utilizing surveys and correlational analysis (ANOVA, Spearman’s rho), revealed that officers maintained a Very Satisfactory level across Core Competencies and Work Output, reflecting high technical proficiency and productivity. However, performance in Personal Qualities rated only Satisfactory, suggesting developmental gaps in traits such as sustained dedication and responsibility. Crucially, the overall correlation between JP and JS was non-significant, supporting Herzberg's theory that high performance (an intrinsic motivator) does not guarantee high satisfaction. Nonetheless, demographic factors (rank, service length, and education) significantly predicted both performance and satisfaction across several dimensions (p < 0.05).
The qualitative phase, drawing on in-depth interviews, uncovered critical organizational challenges that suppress job satisfaction despite high productivity. Six thematic areas emerged, including chronic understaffing and heavy workload, limited logistical and resource support, slow and perceived inequitable career progression, and significant psychological and emotional stress. These findings reveal that while officers perform at a high standard, their well-being is compromised by failures in extrinsic, or "hygiene," factors such as delayed hazard pay, facility inadequacies, and lack of mental health resources. Furthermore, satisfaction varied significantly by rank and tenure across domains of salary/benefits, training access, and peer relationships, underscoring structural inequities in support provision.
In conclusion, the study finds that sustaining high-quality public service requires a strategic shift from performance-only metrics to a comprehensive focus on officer welfare and organizational fairness. High performance is being achieved at the cost of personal well-being and job fulfillment. To address this, the research proposes the WELL-FORCE Program, a multifaceted intervention focused on Wellness Infrastructure, Equitable Access to career growth, Operational Reform to streamline benefits, and Emotional Resilience training, aiming to create a healthier, more motivated, and ethically grounded police force.

    [keywords] => Police Performance, Job Satisfaction, Herzberg's Two-Factor Theory, Procedural Justice, Law Enforcement, Organizational Development, Philippines
    [doj] => 2025-12-13
    [hit] => 
    [status] => 
    [award_status] => P
    [orderr] => 48
    [journal_id] => 1
    [googlesearch_link] => 
    [edit_on] => 
    [is_status] => 1
    [journalname] => EPRA International Journal of Multidisciplinary Research (IJMR)
    [short_code] => IJMR
    [eissn] =>  2455-3662 (Online)
    [pissn] => - --
    [home_page_wrapper] => images/products_image/11.IJMR.png
)
Error fetching PDF file.