Chapter I

THE PROBLEM AND ITS SETTING

Background of the Study

The problem of whether the police are adequately trained and whether

methods of selection of personnel are the best available have served as the basis

of controversy for many-years; sometimes serving as a scapegoat for political

issues and other public circumstances which the enmeshed participants were

desirous of concealing. By diverting public interest into the alleged shortcomings

of the local police department, they were able to take the pressure off themselves.

Prenzler said that in the light of present day conditions when the moral

integrity of public officials is wavering in the esteem of the citizenry, while charges

of nonfeasance and misfeasance are leveled almost daily against public officials

and servants, it is essential for police morale as well as for a reawakening of public

confidence that the police departments be resurveyed and given a fair opportunity

to display their worthiness of public esteem and respect.

The purpose of this study is to determine the causes of quitting of police

recruits as basis for a proposed preventive intervention measures

The criteria promulgated to increase police efficiency by sociologists, police

administrators, and persons interested in the field are well established. However,

as is true in almost every avenue of endeavor, the academic and technical criteria

are defined and recognized long before their actual physical adoption. Actual

acceptance, particularly when it effects organizational or community mores, is

marked by extreme reluctance on the part of the executives of the effected

concerns to incorporate these modifications in their plan of operation.

Consequently, this hesitation results in a retarding of the potential benefits

to be derived therefrom. It is more than thirty years since Vollmer,' Healy2, and

others first inspired the revision and modernization of the then existing plans of

operation in police organizations. These inspired works have been continued and

augmented, but their transition into actual operation has been slow.

Statement of the Problem

This study aims to investigate causes of quitting of police recruits as basis

for a proposed preventive intervention measures.

Specifically, the researcher try to find to find out the answer of the following

questions:

1. What are the causes that made police recruits quit from entering the police

force?

2. What are the coping mechanisms of the police recruit to continue to enter

the police force?

3. What are the tactics to learn to avoid quitting?

4. Does the government had an intervention program to boost the morale of

the police recruits?

Theoretical Framework

As mentioned, there has been much research on procedural justice and its

links to legitimacy and compliance (Sunshine & Tyler 2003; Tyler 2004; Mazerolle

et al. 2009; Tyler et al. 2014; Mazerolle et al. 2012). Little however can be found

on how departments should train officers to understand then apply procedural

justice in everyday policing interactions. The literature shows the training packages

applied in this research have included several differing approaches; from

procedural justice scripts for traffic interceptions (Mazerolle et al. 2013; MacQueen

& Bradford, 2015), to explaining procedural justice and its benefits (Skogan et al.

2015; Shaefer & Hughes 2016), to learning interpersonal skills for use with victims

(Schuck & Rosenbaum 2011; Wheller et al. 2013). None of these previous studies

have sought to train police officers in the broader everyday application of

procedural justice. This research will help fill that gap in the literature as well as

(Schuck & Rosenbaum 2011) adding to the literature on police recruit training,

something Skogan and Frydl (2004) have called for. This research is unique not

only in the design of a knowledge and skills-based procedural justice training

programme specifically for (FYCs), but also as it is the first-time officers have been

rated in real-time by mentor training officers, known as field training officers within

the QPS, on their use of procedural justice during police-public interactions. The

experimental design provides an opportunity to assess the application of the

knowledge and skills during the police/public interactions, rather than just

examining the impact of a procedural justice script such as in QCET (Mazerolle et

al. 2012) and ScotCET (MacQueen & Bradford 2015). This research will show how
officers’ application of procedural justice in their day to day activities can be

increased with a suitable training programme.

Significance of the Study

The results or findings of this study contribute significantly to the persons

as regards recruitment and selection policy formulation and its effective

implementation, institution-building and capability enhancement.

PNP Personnel. By evaluating the level of effectiveness of the PNP RSP

for UP in terms of its implementation and determining the factors affecting or

influencing its effective implementation, the PNP has a concrete data to form part

of their basis in making the necessary and appropriate revisions or improvements

in the policy and procedural guidelines as well as qualifications and standards, and

selection and evaluation procedures of its current recruitment and selection

process for uniformed personnel.

PNP Recruits. This will serve as guide to be in able to focus and maintain

its effectiveness in training. Data herein will be their basis of adhering such

problems regarding the level of difficulty in training in which will help them to cope

such struggle.

Government Authorities. To be able to examine all the programs and to

determine what are the best ways in order to prevent of police recruits from quitting

the training procedure. And to have an effective and concrete laws regarding the

implementation and strict compliance of rules and regulations for new recruits.
Scope and Limitation of the Study

This study will look into the causes of quitting of police recruits as basis for

a proposed preventive intervention measures. The study will be conducted and be

limited to the Philippine National Police agency in General Santos City.

Definition of Terms

The following terms are used in this study and are operationally defined as

follows:

Police Recruit. As an entry level position and is someone who does not

have police/peace officer experience or training.

Police Officer. also known as a policeman, policewoman, cop, police

agent, or a police employee[1][2] is a warranted law employee of a police force. In

most countries, "police officer" is a generic term not specifying a particular rank. In

most police departments of the United States, "police officer" or "officer" is also the

rank held by a regular police officer (i.e. one without supervisory duties). In some

nations the use of the rank "officer" is legally reserved for military personnel. Police

officers are generally charged with the apprehension of criminals and the

prevention and detection of crime, protection and assistance of the general public,

and the maintenance of public order.

Intervention. The act of intervening; any interference in the affairs of

others, esp. by one country in the affairs of another; an organized confronting of

a person who has a serious problem, as an addiction to drugs or alcohol, by friends

and family assembled to urge rehabilitation, etc.

Training. Is teaching, or developing in oneself or others,

any skills and knowledge that relate to specific useful competencies. Training has

specific goals of improving one's capability,

capacity, productivity and performance. It forms the core of apprenticeships and

provides the backbone of content at institutes of technology (also known as

technical colleges or polytechnics). In addition to the basic training required for

a trade, occupation or profession, observers of the labor-market recognize as of

2008 the need to continue training beyond initial qualifications: to maintain,

upgrade and update skills throughout working life. People within many professions

and occupations may refer to this sort of training as professional development.

 Chapter 2

REVIEW OF RELATED LITERATURE

Foreign Literature

From a bureaucratic perspective, an important aspect of the applicant recruitment

process is the selection of applicants who exhibit traits that are thought to be predictive of

successful police officers once they have completed their recruit training. Police

organizations have long tried to define and measure success. However, there is often a

discrepancy in defining success among the ranks in a police service. Patrol officers may

view success as being able to stabilize the area that they are patrolling. A supervisor’s

measure of success may include the number of arrests made and the number of public

complaints that an officer has (or has not) collected (Manning, 1977; Moskos, 2008;

Skolnick, 2008).

The importance of education in policing is an issue which has been met with much

negativity (White, 2008). Research prior to White's (2008) indicated the importance of

training as a means to improving police officer performance (Memory, 2001; Pollock &

Becker, 1995). After examining an academy class, White (2008) came to a number of

conclusions. Race and reading level were predictors of officer success. A twelfth grade

reading level was a strong predictor of superior performance in the academy. White and

Asian applicants were more likely to succeed in the academy compared to Black and

Hispanic applicants. Unfortunately, studies based on academic performance as an

indicator of success in the field are flawed in their own right. They fail to account for how

individuals act in the classroom compared to the real-world. Examining other variables

such as: "self-defence, firearms and weapons, driving, and scenario-based training" (p.

35) may be better indicators of police performance than 7 educational achievement. More

studies need to be conducted to examine the difference between the values of the
academy and the values in everyday performance before any valuable conclusions can

be drawn.

There is a lack of consensus among researchers as to which characteristics are

desirable of prospective police officers. Sanders (2008) made an attempt to measure

performance by means of personality characteristics by utilizing the Big Five Traits

Inventory which includes: extroversion, neuroticism, agreeableness, conscientiousness,

and openness.

The first trait extroversion, is also known as assertiveness, is characterized by,

“positive response to stimuli and general sociability and happiness” (Sanders, 2008, p.

133). Its opposite is known as introversion.

The second trait of the scale is neuroticism. It is associated with “tension, irritability,

and higher anxiety levels” (p. 133). Individuals who are more neurotic are more likely to

pay attention to negative events, are prone to more negative events, and have been

known to be less satisfied with their careers (Sanders, 2008).

The third trait, agreeableness, is characterized on a continuum. On the one hand,

you have individuals who are soft-hearted, tolerant, forgiving, and at the other extreme

there are individuals who are cynical, rude, and suspicious of others (Sanders, 2008).

Openness, the fourth trait, is characterized by those who are “imaginative, curious,

original, broad minded, and artistically sensitive” (p. 133). Individuals with low scores in

the openness category are seen as being less intelligent, and closed to new experiences.

Lastly, conscientiousness is a measure of an individual’s “degree of organization,

persistence, and motivation in goal-directed behaviour” (p. 133). In terms of predicting job

performance, conscientiousness was thought to be a predictor of performance because

previous studies have determined that conscientious people work harder, get more tasks

8 accomplished, and have higher levels in life satisfaction (Sanders, 2008). The Big Five

Traits Inventory, however, was unable to predict officer on-the-job performance,

irrespective the measures used (Sanders, 2008).

The Big Five Traits Inventory was compared to a “police performance score” that

was given to individual officers by their supervisors. This included measures such as

attendance, job knowledge, quality of work, dependability, as well as other variables. The

results indicated that none of the Big Five traits had an effect on supervisor-defined job

performance. Age, however, demonstrated a curvilinear relationship among performance

scores: younger officers were seen as poor performers because of their lack of experience

and job knowledge, middle-aged officers were seen as the best performers, and older

officers were seen as the worst performers in terms of quality of work and dependability

(Sanders, 2008).

Burbeck and Furnham (1984) used the Eysenck Personality Questionnaire (EPQ)

to examine if personality played a role in personnel selection. Successful applicants

differed significantly from unsuccessful applicants in that they were less neurotic and more

extroverted (p.260). The rationale behind this was that more neurotic individuals may find

it difficult to cope with job-related stress and individuals who are lessextroverted are

typically less suitable for a job that deals with face-to-face contacts with people than their

extroverted counterparts.

There are a number of limitations in these studies on police performance. First is

the issue in generating a supervisor-based measuring instrument of on-the-job

performance. There exist differences in police occupational cultures between patrol

officers and their supervisors (Loftus, 2010; Moskos, 2008). As a result, the personality 9
traits that are valued for potential applicants may differ between supervisors and officers.

The consequences of senior management hiring applicants who do not possess the

necessary traits to be successful may include: higher number of complaints and higher

occurrences of misconduct which will ultimately tarnish the vital relationship that police

services have with the community.

Second, although scholars have made previous attempts, it is still extremely

difficult to measure to measure police performance. Arrest rates, traffic tickets, and license

plate checks are inadequate measures of performance because they do not reflect the

true nature of police work which is more akin to public order maintenance (Bayley &

Bittner, 1984; Fyfe, 1999; Lipsky, 1980; Moskos, 2008; Muir, 1977; Thompson, 1983). A

second erroneous measure of performance is the number of complaints filed against an

officer. Many officers may receive complaints as a result of his or her behaviour which

may be a direct result of more police-citizen interactions rather than misconduct (Moskos,

2008). Acceptable forms of conduct, which in these cases are determined by those who

the officer interacted with, do not always oppose those set out of official police guidelines.

There has been much debate on whether personality assessment should be used

to predict employee success in organizational settings. Ones, Dilchet, Viswesvaran et al.

(2007) strongly support the use of personality measures in staffing decisions. Their study

concluded that faking a test did not "ruin the criterion-related or construct validity

personality scores in applied settings" (p. 1020). Using a sample of university students,

Weiss et al. (2009) attempted to test whether or not individuals can manipulate

personality-based tests to improve the impression of themselves to the interviewing 10

organizations. The project consisted of two rounds of testing. In the first, the respondents

were asked to complete the test without any other instructions. In the second round, the

participants were asked to complete the test as they would if they were applying to a police
force and would like to look most favourable. The results from the study indicated that the

tendency to present a positive impression increased in the police candidacy employment

situation than in the first test (Weiss et al., 2009).

In an attempt to recognize the importance of selecting appropriate law enforcement

officers, past research has examined the effects of organizational socialization on recruits’

and officers’ attitudes, personality, and psychological traits as a means of predicting

whether a recruit will be successful compared to departmental guidelines once placed in

the field (Burbeck & Furhnam, 1984; Newman & Lyon, 2009; Ones, Dilchert, Viswesvaran,

& Judge; Sanders, 2008; Sarchione & Cuttler, 1998; White, 2008). Researchers are also

exploring the psychological toll that police work has on officers. Van Maanen (1975)

conducted a study that showed that officers’ attitudes, although highly motivated before

beginning their career, significantly regressed after working in the field. This study was

among the first to examine the relationship between the nature of police work and how it

may affect an individual’s personality.

More recently, Williams, Ciarrochi, and Deane (2010) set out to investigate

whether the nature of police work affected officers’ mental health. Policing has been

considered to be among the most stressful of occupations. The way a police officer acts

is largely due to the actions of his or her more experienced colleagues; "if being rational,

non-emotional and in control is the behaviour modelled by senior officers, it is likely that

11 these attitudes and behaviours will become the norm for junior police" (p. 275). The

study followed sixty police recruits at the New South Wales Police Service from the

admittance phase to one year of service. The results indicated that officers who did not

have any mental health issues prior to entering the work force experienced mental health
problems along with depression after working for ten to twelve months. Depression was

attributed to how the officer’s coped with occupational stress. Those who were able to

disclose their issues, such as stress and anxiety, to fellow officers were less likely to suffer

mental health problems. This was attributed to their supervisors’ encouragement of such

behaviour. Others, who were not as encouraged, suffered from depression as well as

other mental health problems. The study is just an example of how important positive

socialization is to police recruits.

The process of socialization also affects attitudes towards departmental policies.

Haarr (2001) surveyed police recruits four times during a sixteen month period that

consisted of their academy training as well as their work in-the-field. The study yielded

mixed results. First, police officers' views of community policing were generally more

positive following the completion of their academic training. However, working with a field

training officer resulted in the decline of those positive attitudes (Haarr, 2001). Moon

(2006) examined police officers’ acceptance of community policing after working in the

field in South Korea. The results indicate a positive association between the degree of

organizational socialization and attitudes towards community policing. When asking new

recruits their reasons for joining the police service they overwhelmingly cited the chance

to fight crime as their main motive and not activities related to community policing (Moon,

2006). The results sparked a reform of policing methods implemented by 12 top ranking

police officials in South Korea who emphasize citizen-oriented policing, a positive

relationship with citizens and crime prevention as new strategies to be adopted

Obst, Davey & Sheehan (2001) examined the effects of police occupational stress

on alcohol abuse. Police rookies were surveyed at three separate times: the first day at

the academy, six months in the academy, and after a six month field placement. The

results suggest that entering the occupation of policing was positively correlated with an
increased risk of harmful drinking habits whereby "six percent of new recruits displayed a

risk of serious dependency when assessed on their first day of the academy" (Obst et al.,

p. 355). Age also played a role in drinking habits as younger recruits were more likely to

be involved in heavy drinking than their older colleagues. Considering these results, the

researchers concluded that the rise in alcohol dependency was due to a mix of workrelated

stress and the enculturation in the police force.

The police culture is important to applicant selection as it plays a role in informing

applicant selection and determining which traits are seen as desirable versus undesirable.

It is essential to police services that applicants reflect the organization’s beliefs, and abide

by the police service’s accepted practices, rules, and principles of conduct (Manning,

1995). According to the current knowledge, there exist three negative functional elements

in the police culture: serves as a barrier to reforming the police; endorses the misuse of

police authority; ensuring that police accountability is met with resistance. Dean (1995)

studied the bureaucratic nature of police services and the difficulties of reforming police

services. Whenever police services attempted to change and adopt a new mandate, they

13 ultimately fell back to their old system. Skolnick (1975) suggests that this normal and

a result of police cultural norms where the norms often overshadow exogenous policies in

shaping police behaviour. Chan (1996) argues that difficulties to reforming police services

are due to cultural elements such as secrecy and strong in-group solidarity.

Others have argued that the culture of policing endorses the misuse of authority

(Kääriäinen et al., 2008; Micucci & Gomme, 2005; Stoddard, 1968). Stoddard (1968)

attributes this to the police’s informal code of deviance which consists of a “united group

working to protect all fellow patrolmen from prosecution” (p. 210). In regards to reporting

misconduct, it is known that officers with moderate levels of experience are less likely than

rookies or veterans to report excessive use of force as a serious offense that is worthy of
discipline (Micucci & Gomme, 2005, Skolnick, 1975). Other research, however, has

indicated that officers are willing to report the misconduct of themselves and their fellow

officers when it is done in an anonymous context (Kääriäinen, et al., 2008). This questions

whether the official code of police conduct is influential or persuasive given the

circumstances.

The culture of policing resists police accountability. Chin & Wells (1997) argue that

the code of silence in police occupational culture is a deeply ingrained problem in police

services. The code of silence often results in officers committing perjury in the court of

law. With officers rarely willing to testify against their brothers and sisters in arms, external

agencies are unable to properly conduct investigations of misconduct (Skolnick, 2002).

One area of research that organizational sociologists have investigated is how

recruiters attempt to predict employability and personality characteristics from examining

resumes (Cole, Field, Giles, & Harris, 2008). Data collected from 244 recruiters unrelated

to policing indicated the method of predicting applicant characteristics based on their

resume alone was invalid. However, the study's results did indicate that a recruiters

assessment of an applicant's extraversion, openness to experience, and

conscientiousness were most important when assessing employability for applicants (Cole

et al., 2009). When attempting to assess applicant employability, the level of educational

performance measured by grade point average was directly related to the applicant's level

of mental ability and the amount of extra-curricular activity was positively associated to the

applicants extraversion scores (Cole, Field, & Giles, 2003) . All of these traits have

previously been associated with emergency service personnel such as law enforcement

officers and firefighters (Salters-Pedneault, Ruef, & Orr, 2010). One can therefore assume

that these traits may play an influential role in the recruiting process as they may be crucial

for potential applicants to possess.

 Organizational culture plays an important role in distinguishing between desirable

versus less-than desirable applicants. As such, the relationship between the applicant's

ideal organizational culture compared to the organization's culture, and the applicant's

notions of organizational fit have been shown to be important (Judge & Cable, 1997).

Objective person-organization fit, characterized by congruence between the applicant's

culture preferences and the organizations reputed culture, and the subjective fit of the

applicants are related to organizational attraction. When the applicant’s views on the 15

ideal organizational culture are similarly aligned to the culture of the organization applied

to, they were more likely to be attracted to the organization and vice versa. The study also

concluded that individuals who believed they were a good fit for the organization were

more likely to apply to the organization than those who believed they were not (Judge &

Cable, 1997).

Another characteristic that has been shown to be influential in the application

process is the applicant's interview skills (Kristof-Brown, 2000; Kristof-Brown, Barrick, &

Franke, 2002). When it comes to determining person-organizational fit, recruiters were

more likely to rely on the values and personality traits of applicants rather than the

applicant's knowledge, skills, and ability for the job in question (Kristof-Brown, 2000).

Perhaps an important trait that may be valuable for an applicant to possess would be to

develop and perfect interviewing skills, as the interview stage is very important in

assessing an applicant's person-organizational fit. Here applicants who exhibit traits such

as extraversion, self-promotion, and positive non-verbal behaviour gain an advantage

over other applicants (Kristof-Brown et al, 2002).

Other research placing a heavy importance on the interview stage has investigated

the use of impression management techniques and their impact on the employer's

perceived applicant job-fit as well as organizational fit (Kristof-Brown et al., 2002). Results
from a sample of 72 participants concluded that applicants who were extroverted were

more likely to use impression management techniques such as self-promotion. What is

important to note is that traits such as extroversion and self-promotion were highly

important in determining an applicant's job-fit which increases an applicant's chances of

being hired by the organization.

Therefore, traits that may make an applicant more 16 successful in the process

may include: extraversion, inter-personal skills, non-verbal skills, and a mastery of

interview skills - which may be similar, if not the same, for applicants applying for a police

service. Other research that has focused on general organizational fit and employability

has stressed the importance of traits such as general mental ability, goal orientation,

interpersonal skills, and extroversion in an attempt to predict individual hiring from the

human resource's perspective (Kristof-Brown et al., 2002; Lievens, Highhouse, & Corte,

2005; Rynes and Gerhart, 1989). In these studies, education, specifically grade point

average, had no effect on recruiter's person-job fit or organizational-fit perspective of the

employee.

If police officers believe that potential recruits should possess these traits in order

to improve their chances of being hired, than it will be an indication that many of the traits

that make a recruit successful are not limited to policing. It may also be possible that

education will not necessarily be an important quality from the patrol officer's perspective.

This may speak to the transferability of the findings further than the context of policing.

The current research contributes in various ways to our understanding of police

culture. First, the study is among a select number of studies that examines police

applicants. To this point, research has only examined those who have already applied.

Second, the study makes an original contribution to the literature by examining potential
officer traits from the police officer’s perspective. Research until this point has yet to

examine the opinions of fellow officers when pertaining to the ideal traits of the police

applicant. Third, the research may be transferrable to fields of employment that have a

similar organizational structure and culture to the police. Some of these may include: 17

correctional services, border services, as well as the military. Fourth, by examining the

opinions of police officers, the research may be able to inform policy makers of

performance indicators from the police officer’s perspective.

 Chapter 3

METHODOLOGY

This chapter discusses the research design, locale of the study,

respondents and sampling used and statistical treatment of data.

Research Design

The researcher will use the qualitative method of research which is a type

of social science research that collects and works with non-numerical data and that

seeks to interpret meaning from these data that helps understand social life

through the study of targeted populations or place.

In this study, to scrutinize the causes of quitting of police recruits, the

researchers must use qualitative method to support the causes and how they cope

up with the distress. And also it will be included proper interpretation of all insights

that will be collected.

Locale of the Study

This research will be conducted at the Regional Office of Philippine National

Police in General Santos City.

Research Instrument

The researcher gathered data by means of questionnaire as the main

instrument. The questionnaire consisted of two parts. The questionnaire was

structured by the researcher based on some standards reviewed by the adviser

and panel of examiner for content validation.

Respondents and Sampling Used

The researchers will use a probability sampling procedure in choosing the

respondents. Particularly, the simple random sampling using the Slovin’s formula.

There will be a total of 20 randomly pick police respondents.

Data Gathering Procedure

The researcher will observed the following procedure in data gathering:

Asking permission to conduct the study. The researcher will write a

letter to the Police Officer in charge asking permission to conduct a survey

regarding the study.

Analysis and interpretation of data. The researcher will gather and

analyzed the data gathered using the appropriate statistical tools.

Statistical Treatment of Data

The researcher will use the frequency distribution (percentage distribution)

and the computation of the weighted average mean (WM). These statistical tools

will be used to come up with the summary of the results of the survey. Thus, these

results will be tabulated and interpreted according to the problems of the study

being identified.
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 SURVEY QUESTIONNAIRE

Name optional: ___________________________________ Age: ________

Instruction: Please answer honestly the following questions regarding the

recruitment policy of Philippine National Police to help to propose an intervention

measure on why some of the police recruits are quitting.

1. Do you believe that the recruitment of PNP personnel is based on the

principle of merit and fitness and shall be open to all qualified men and

women? Why?

2. Does age, height and weight are requirements for initial appointment in the

PNP? If yes, do you believe that this must be waved? Why?

3. Do you believe that the whole recruitment process of the PNP is just and

transparent? Please explain.

4. Do you believe that the whole recruitment process is conducted with the

most reasonable cost on the part of the PNP and the individual applicant?

Why?

5. Does the applicant must have passed the physical agility test for the

purpose of determining the appointee’s physical and mental health issues?

Why?

6. Does your family obliged you to become a police officer? If yes, do you feel

fine about it? Why?