Policing is more difficult than ever before in today’s world since types of crime and criminal profiles change as a result of technological development and globalization. Police organizations should review their organizational and operational strategies to improve the fight against contemporary crimes and criminals. Behaviors and performance of police officers are very important in fighting crime. In this struggle, especially today, officers should exhibit organizational citizenship behaviors and perform better. One of the most important factors affecting these two concepts in organizations is organizational support. The literature stresses the social exchange cycle and reciprocity rules in the relationships of organizations and their members. In this cycle, if the organization cares about its members and if members perceive that the organization is supportive, they feel obliged to behave positively, perform better, and help the organization to reach its goals and objectives. If they don’t perceive organizational support, they won’t care about the organization, either. Hypotheses were developed based on these assumptions in the literature. This study tested these assumptions in Crime Scene Investigation units of the Turkish National Police (TNP). Structural Equation Modeling (SEM) was used to analyze the relationships among variables of Perceived Organizational Support (POS), Organizational Citizenship Behavior (OCB), and Perceived Performance (PP). Measurement models for these three latent constructs were developed by deriving the indicators from the literature. Most earlier studies tried to figure out reasons of the OCB. This study has a different perspective that investigates both reasons and results of OCB. A survey was developed to measure the latent variables of the study, and 405 of approximately 3,000 Crime Scene Investigators in the Turkish National Police responded to the iv survey. Results of the study showed that the relationship between POS and OCB is positive and significant. This is consistent with the literature. The relationship between OCB and PP is also positive and significant, and this is also consistent with the literature. However, the relationship between POS and PP is negative and insignificant. This result contradicts the results of previous studies in the literature and can be attributed to the subjective nature of measuring individuals’ perceptions. According to the literature, perceptions are subjective rather than objective; therefore, data coming from reports of individual perceptions may not reflect the actual situation. Demographic information of the participants served as the control variables of the study. Information about the education level, rank, age, gender, size of the unit, and tenure of the respondents was collected by way of the conducted survey, and the effects of these variables were analyzed on the endogenous variable of the study, Perceived Performance. This study found no significant relationships between these control variables and Perceived Performance. Therefore, all these control variables were removed from the Structural Equation Model of the study. This study revealed that the TNP needs to be more supportive toward its members in order to have officers show organizational citizenship behavior and perform better. The TNP should revise its policies, especially regarding rotations from one province to another, working hours, rewards, and overtime pay. These are all indicators of organizational support and will result in a higher performance level among officers.
| Identifer | oai:union.ndltd.org:ucf.edu/oai:stars.library.ucf.edu:etd-2802 |
| Date | 01 January 2011 |
| Creators | Tongur, Aykut |
| Publisher | STARS |
| Source Sets | University of Central Florida |
| Language | English |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | Electronic Theses and Dissertations |
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