“The Study of Relationships between

Organizational Cultures with Job

Performance”

Prepared by: Nor Hairina binti Hassan

(805857)

Master of Public Management

Prepared for: Prof Dr.Abd Halim

University Utara Malaysia

2010
 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 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 REVIEW

INDEPENDENT VARIABLE DEPENDENT VARIABLE

ORGANIZATIONAL CULTURE

(4 dimension) JOB PERFORMANCE

Supportiveness

Emphasis On Reward

Innovation

Performance Oriented

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 SUPPORTIVENESS

Yoon & 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 REWARDS

Zhang (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 INNOVATION

According 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 ORIENTED

The 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.

2.5 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

Alauddin,S. ( 2004 ). Kerja Berpasukan Dalam Organisasi.Kuala Lumpur :

Institut Tadbiran Awam Negara ( INTAN ).

Ansari, M.A. (1990). Managing People at Work. In Bhal, K.T. & Bhowon, U.

Making Sense of Personal Values and Organizational Culture : A Study

of Mauritian Managers. Journal of Narsee Manjee Institute of

Management Studies Mumbai, 1, 1-12.

Atkinson, P.( 1999 ). Without leadership there is no change. Management

Services, Vol.43 ( 8 ) 1-12.

Bititci, U.S., Mendibil,K., Nudurupati,S., Garengo, P., & Turner, T.( 2006 ).

Dynamics of performance measurement and organizational culture.

International Journal of Operations & Production Management, 26(12),

1325-1350. Retrieved from www.emeralddinsight.com/0144-3577.htm

Boon,O.K., Arumugam,V., Vellapan,L., Yin,L.K., & Wai,C.K. ( 2006 ). A

Quantitative Analysis of the link between Organisational Culture and

Job Satisfaction: Evidence from some Malaysia Health Care

Organisations.Malaysian Management Review, 41(1 ), 33-45.

Caruana, A., Ewing, M., & Ramaseshan, B. (1997) .Organitional commitment

and performance: the Australian public sector experience. School

Reseach Series,School of Marketing. Curtin University, Australia.

Chatman,J.A., & Jehn, K.A. ( 1994 ). Assessing the relationship between

industry characteristics and organizational culture : How different can

you be. Academy Of Management Journal, 37, 522-533.

Christiansen, J.A. (2000). Building the Innovative Organization. Management

Systems That Encourage Innovation. New York : Macmillan Business.

Chua Y.P (2006). Kaedah dan Statistik Penyelidikan : Asas Statistik

Penyelidikan. Kuala Lumpur : McGraw-Hill (Malaysia) Sdn. Bhd.

Denison, D. (1990). Corporate culture and organizational effectiveness. New

York:Wiley.

Deshpande,R., & Farley, J. (1999).Executive insights: Corporate culture and

market orientation:comparing india and Japanese firms. Journal of

International Marketing, 7(4),111-127.

Gay, L.R. (1992). Educational Research : Competencies for Analysis and

Application (4th. Ed.). New York : Macmillan Publishing Company.

Gupta, A.,& Govindarajan, V.(2000). Knowledge management social

dimension: Lessons from Nucor steel. Sloan Management Review,

42(1),71-81.

Lee King Chuan, 2009. Hubungan Antara Budaya Organisasi Dengan

Prestasi Kerja. Kolej Perniagaan Universiti Utara Malaysia.

Olu Ojo, 2009. Impact Assessment Of Corporate Culture On Employee Job

Performance. Business Intelligence Journal - August, 2009 Vol. 2 No. 2.

 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.
12345

2. Polis Diraja Malaysia menyokong pembangunan

profesional.
Royal Malaysia Police Force support for professional development.
12345

3. Polis Diraja Malaysia menyokong pembangunan

peribadi.
Royal Malaysia Police Force support for personal development.
12345
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.
12345

5. Semua orang dilayan secara saksama dalam Pasukan

Polis Diraja Malaysia.
People are treated fairly in Royal Malaysia Police Force.
1 2345

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.
12345

2. Dalam Pasukan Polis Diraja Malaysia, kreativiti/inovasi

diberikan ganjaran.
Creativity/ innovation is rewarded in Royal Malaysia Police Force.
12345

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.
12345

4. Polis Diraja Malaysia memberikan faedah sampingan

yang berkualiti.
Royal Malaysia Police Force accommodate good quality of fringe
benefits.
12345

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 2345

3) INOVASI

1. Polis Diraja Malaysia menggalakkan dan menyokong

inovasi.
Royal Malaysia Police Force encourages and supports for
innovation.
12345

2. Polis Diraja Malaysia menggalakkan input daripada

pekerja.
Royal Malaysia Police Force encourages employee input.
12345

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.
12345

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.
12345

5. Polis Diraja Malaysia mempunyai kemudahan fizikal

yang berkualiti.
Royal Malaysia Police Force possess quality of the physical
facilities.
1 2345

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.
12345

2. Dalam Polis Diraja Malaysia,matlamat ke arah

penghasilan dikongsi bersama.
In Royal Malaysia Police Force a production orientation is
commonly shared.
12345

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.
12345

4. Polis Diraja Malaysia mengekalkan pekerja yang baik

dalam organisasi.
Royal Malaysia Police Force retain good people in the
organization.
12345

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.
12345

BAHAGIAN C : PRESTASI KERJA

Sila gunakan lima skala berikut dan bulatkan untuk menyatakan dengan jujur
prestasi kerja semasa anda.

12345
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.
12345

2. Saya tahu matlamat dan keperluan kerja saya.

I understand my work goals and requirements.
12345

3. Saya tahu tanggungjawab kerja saya.

I understand my work responsibilities.
12345

4. Saya mempunyai kemahiran yang mencukupi untuk

melaksanakan kerja saya dengan cekap.
I have sufficient know-how to carry out my work proficiently.
12345

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.
12345

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.
12345

7. Saya bersemangat untuk melakukan kerja saya.

I have the desire to carry out my work.
12345

8. Saya bekerjasama dengan penyelia demi manfaat

kerja.
I cooperate with the supervisor(s) for the benefit of work.
12345

9Saya bekerjasama dengan rakan sejawat demi

manfaat kerja.
I cooperate with the peers for the benefit of work.
12345
10. Saya boleh menumpukan perhatian dan memberikan
yang terbaik dalam kerja saya.
I can concentrate on and give my best to the work.
12345

11. Hasil kerja saya betul dan tidak mengandungi

kesilapan.
My work outcomes are free from errors and accurate.
12345

12. Saya mampu menghasilkan kerja yang berkualiti

tepat pada masanya.
I am able to complete quality work on time.
12345

13. Kepantasan saya bekerja adalah memuaskan.

My work speed is satisfactory.
12345

14. Saya mampu menyelesaikan kerja yang banyak

tepat pada masanya.
I am able to complete quantity work on time.
12345

15. Saya berpegang pada amalan dan pendekatan

sebelum ini semasa melakukan kerja.
I stick to previous practices and approaches when doing my
work.
12345
16. Saya mencari cara baru untuk menyelesaikan
masalah kerja saya.
I search for fresh and new ways for resolving problems in my
work.
12345

17. Saya mengemukakan dan mencuba idea baru dalam

kerja saya.
I come up with and try new ideas in my work.
12345

18. Saya cuba mempersoalkan cara lama melakukan

kerja saya.
I try to question old ways of doing things in my work.
12345

19. Saya berpegang pada tabiat lama apabila

melakukan kerja.
I stick to old established habits when doing my work.
12345