AbstractThe current study aims to examine the effect of the lack of supervision and detachment between administration and low-level supervisors and beat officers and how this leads to low morale and motivation. Imperatively, low level of morale and motivation results in low productivity, which might give rise to absenteeism and poor watch, adversely affecting the society through increased level of crime. A questionnaire will be designed to achieve the purpose of this research study and will be distributed to selected beat officers working in different police precincts. The number of questionnaires analyzed will be to different police precincts. Data collected will be analyzed through SPSS using both descriptive statistics, correlation and regression data.

Problem Statement

Organizations endeavor to have more productive personnel, who are deemed the most significant resources and a determining factor for success. Low levels of productivity can be linked to poor employee morale and motivation. The accomplishment and efficacy of any entity relies to a large magnitude, on how properly personnel have morale (Shaban, Al-Zubi, & Alqotaish, 2017; Osabiya, 2015). In accordance to Stephen (2014), several theories of management give the suggestion that motivated personnel and those with high morale have a tendency to be more inspired and productive, and it is prudent for any management to utilize this perspective in order to augment that level of employee output and increase morale. Most of the people make the assumption that police work is dissatisfying and stressful owing to the hazard and risk involved in everyday duty. Without a doubt, there is come peril involved in policing, but a great deal of the lack of morale and dissatisfaction experienced by police officers is owing to organizational frustration and lack of connection between low-level officers policing the streets and police administrators (Boag-Munroe et al., 2017). Lack of consideration for the actual needs of the police officers is a huge part of the problem, aggravated by both organizational and environmental issues. In the policing workplace, one of the key problems is the feeling that administration has lost touch with low-level supervision and the beat officers. This is a key issue because it leads to low productivity (Swartout et al., 2015). One of the key issues linked to this is the lack of proper understanding regarding the actual and material needs of the beat officers (Bitner, 2013). The problem of this research study is to consider the actions that the administration can undertake in order to bridge the existing gap between administration and beat officers and comprehending such needs of the beat officers in order to sustain high levels of morale and motivation.

Purpose Statement

The purpose of this research is to investigate and explore the different perspectives of beat officers with respect to lost touch between then and administration, what can be done to bridge this gap and how administration can comprehend the actual needs of the neat officers to maintain high morale.

Conceptual Framework

Morale is delineated as a mixture of the attitudes of an employee towards the organization, work, and the immediate supervisor. It is a mindset or readiness to work, which as a result influences the objectives...

In the end, morale and motivation of personnel has an impact on the output level, costs incurred, enthusiasm, collaboration, initiative, and at large the level of success. According to Carpenter et al. (2011), the significant factors that have an impact on morale comprise of the attitudes and insolences of the administrators and managers towards the subordinates, working circumstances and state of affairs, hourly payment or remuneration of work and rules of safety. Other factors comprise of efficacious leadership and prudent dissemination of authority and responsibility in the organization and also the organizational structure that determines the ease of workflow.
The conceptual framework of the research study will be based on the Two-Factor theory. Also referred to as the motivation-hygiene theory, the theory which was developed by Frederick Herzberg provides comprehensive views regarding work morale and motivation. Herzberg classified different factors as either being satisfiers or dissatisfiers, also considered to be hygiene and motivation factors. On one hand, hygiene factors are the different factors within the job setting, which are indispensable for existence of morale and motivation at the workplace. They do not result in positive satisfaction for the longstanding period. Nonetheless, in the event that these factors are lacking and non-existent within the work setting, they result in dissatisfaction and lack of morale. There are different hygiene factors. One of the factors is compensation that ought to be suitable and reasonable, evenhanded and competitive to those in the same job setting. Another factor is physical working conditions that ought to be safe, restructured, and well-maintained. An additional factor encompasses interpersonal relations in the sense that the relation between personnel and supervisors ought to be suitable and acceptable. There is also the factor of having secure job status where the organization is expected to provide job security to the personnel. Most of all, there is organizational and administrative policies that ought to be flexible, objective and clear for all personnel (Hertzberg et al., 1959).

In contrast, according to Herzberg, hygiene factors cannot be deemed as motivators or satisfiers. In particular, motivational factors also referred to as satisfiers give rise to constructive satisfaction levels, which are intrinsic to the workplace. Notably, motivational factors generate morale and motivation for personnel for a better performance and increased output. Imperatively, these factors are included in the participation of the work and personnel consider these satisfiers to be inherently rewarding. The satisfiers signified the mental needs that were considered as an additional benefit. There are different motivational factors that impact morale and motivation (Herzberg et al., 2011). One of the key factors is recognition and sense of accomplishment in the sense that personnel ought to be acknowledged and praised for the attainments by supervisors and feel that there is a benefit of some kind in the job. In addition, personnel ought to hold themselves accountable for their work with supervisors granting them such ownership in the sense that they ought to diminish control but maintain accountability.…