Shiraz E-Med J. 2021 October; 22(10):e110181.
doi: 10.5812/semj.110181.
Research Article
Published online 2021 January 11.
Quality of Work-life of Iranian Police Officers in the Year 2020: A
Descriptive Study
Zeinab Tabanejad 1 , Fatemeh Oskouie
2, *
and Abbas Ebadi
3, 4
1
Nursing Care Research Center, Iran University of Medical Sciences Trauma in Police Operations Research Center, Department of Health, Rescue and Treatment of Police
Force, Tehran, Iran
2
Nursing Care Research Center and School of Nursing and Midwifery, Iran University of Medical Sciences, Tehran, Iran
3
Behavioral Sciences Research Center, Life Style Institute, Baqiyatallah University of Medical Sciences, Tehran, Iran
4
Nursing Faculty, Baqiyatallah University of Medical Sciences, Tehran, Iran
*
Corresponding author: Nursing Care Research Center, School of Nursing and Midwifery, Iran University of Medical Sciences, Tehran, Iran. Email: fatemehoskouie@gmail.com
Received 2020 October 13; Revised 2020 November 24; Accepted 2020 December 11.
Abstract
Background: Stressful workplace experiences of police officers predispose them to physical and psychological injuries and affect
their quality of work-life (QWL).
Objectives: Therefore, this study aimed to examine the QWL of Iranian police officers.
Methods: This descriptive cross-sectional study was conducted in 2020 on 200 police officers working in different job positions of
the Iranian Police Organization. A convenience sampling method was used to recruit the participants from 12 police departments
in five cities. The Police Quality of Work-life questionnaire (PQWLQ) was used for data collection. The measures of descriptive and
inferential statistics (independent-samples t-test, one-way analysis of variance, and Pearson correlation coefficient) were used for
data analysis.
Results: Of the 200 police officers, 87.5% (175) were males, 68% (136) had a bachelor’s degree or higher, and their work experience
ranged between five and 27 years. The QWL score of the study participants ranged from 24 to 120 with a mean (± SD) of 63.20 (±
18.40), and the majority of them (56%) had a moderate QWL. Male police officers had a higher QWL (67%) than female ones (45%) (P <
0.05).
Conclusions: The majority of the police officers who participated in this study had a moderate QWL. To increase the level of QWL
among police officers, the Police authorities should plan appropriate strategies and programs.
Keywords: Quality of Work-life, Police, Iran
1. Background
The police officers have a high-risk, dynamic, and
stressful job (1). Problems with dangerous missions, overseas duties (2), obligation to keep their physical fitness (3),
sleep deprivation due to shift work (4), separation from
the family, and performing non-combat tasks such as relief, peacekeeping, and other humanitarian activities are
very onerous and cumbersome for police officers (5). Police officers also are at a high risk of job burnout due to repeated exposure to traumatic and stressful conditions (6).
The continuation of these tensions will affect the quality of
work-life (QWL) of police officers. However, organizational
success (7) and sustainable improvement and productivity of an organization depend on effective human resource
management, which, in turn, requires innovation, intelligence, and the ability to create a quality working life for
employees (8).
In addition, recruiting and retaining qualified employees is a priority (9) because employees’ turnover makes
the organizations to expend for hiring and training new
employees (10). Furthermore, the employees’ reduced
work conscience and weakened organizational commitment would increase the pressure on their colleagues and
also lessen the organizations’ social capital (11). However, it
is believed that improving the employees’ QWL would improve labor productivity and increase their organizational
commitment and workplace attachment (12).
Quality of work-life is a subjective phenomenon that is
affected by an employee’s feelings and perceptions (13). Focusing on the improvement of QWL would increase the employees’ contentment and satisfaction that consequently
would result in various advantages for both employees and
organizations (14). Studies have shown that organizations
offering better QWL are more successful in hiring and re-
Copyright © 2021, Author(s). This is an open-access article distributed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International License
(http://creativecommons.org/licenses/by-nc/4.0/) which permits copy and redistribute the material just in noncommercial usages, provided the original work is properly
cited.
Tabanejad Z et al.
taining their valuable workforce (15, 16).
Several studies have examined the QWL of nurses (17),
employees with intellectual disability (18), teachers (19),
hotel employees (20), and employees in mechanical manufacturing small and medium-sized enterprises (21). However, a few studies have been conducted on the police workforce despite their unique and stressful job. Assessing the
QWL of police staff is the first step in planning appropriate
strategies for improving their QWL.
2. Objectives
Thus, this study aimed to examine the QWL of Iranian
police officers.
3. Methods
A descriptive cross-sectional study was conducted in
2020 in the Iranian Police Organization. The inclusion criteria were having at least five years of experience in the
organization in various positions such as the police station, patrolman, border guard, etc. The exclusion criterion was an incomplete questionnaire. A convenience sampling method was used to recruit the participants from 12
police departments in five cities (Tehran, Kerman, Kermanshah, Mashhad, and Bandar-e-Abbas). A two-part instrument was used for data collection. The first part included
items on participants’ characteristics, and the second part
was the Police Quality of Work-life questionnaire (PQWLQ)
developed by Tabanejad et al. (22). The PQWLQ contains 24
items in two dimensions, namely organizational climate
(10 items) and organizational support (14 items). Items
cover different areas of the QWL and are responded to on
a five-point Likert scale, as follows: 1: “never”, 2: “rarely”,
3: “occasionally”, 4: “often”, and 5: “always”. Thus, its total
score may range from 24 to 120, and a higher score indicates a higher QWL. For content validity, we asked 10 nursing experts. The ICC was 0.80, 0.97, and 0.93 for ‘organizational climate”, “organizational support”, and the whole
scale, respectively. The reliability of the questionnaire was
also calculated through the internal consistency method,
and Cronbach’s alpha was 0.947 (22). The sample size obtained using the Krejcie and Morgan formula (23). To determine the level of QWL, the difference between the minimum and maximum scores was used. Then, the results
(96) were divided by three and the resulting number with a
minimum total score was considered as a low level of QWL
(56). By adding again, the moderate level was created, and
finally by adding the number 32 again, a high level of QWL
was obtained.
The first researcher referred to each participant, invited him/her to the study, and if agreed, handed in
2
the study instrument and trained on how to answer in
a private environment. The participant returned the
complete instrument to the researcher at the next visit.
The data were analyzed with the SPSS software (V. 16.0).
The measures of descriptive and inferential statistics
(independent-samples t-test, one-way analysis of variance,
and Pearson correlation coefficient) were used for data
analysis (P-value < 0.05).
4. Results
A total of 220 questionnaires were distributed and finally, 200 fully completed questionnaires were returned
(response rate = 91%). Of the 200 police officers who completed the study, 87.5% were males, and 68% had a bachelor’s degree or higher. The age range of the participants
was between 24 and 65 years and their work experience
ranged between five and 27 years (Table 1). The mean QWL
score of the participants was 63.20 ± 18.40, and a majority
of them (56%) had a moderate level of QWL. Male police officers had a higher QWL (67%) than female ones (45%). The
QWL was correlated with organizational climate (r = 0.558)
and organizational support (r = 0.525). Tables 2 to 4 show
the mean QWL of police officers by gender, marital status,
and education level. Intra-correlation between scores of
the subscales and the whole scale is shown in Table 5.
Table 1. Characteristics of the Study Participants
Characteristics
No. (%)
Gender
Male
175 (87.50)
Female
25 (12.50)
24 - 30
75 (37.50)
31 - 50
112 (56.00)
51 - 65
13 (6.50)
Age
Education
Under diploma
4 (2.00)
Diploma
32 (16.00)
Associate degree
28 (14.00)
Bachelor’s degree
114 (57.00)
Master’s degree or higher
22 (11.00)
Work experience
5 - 10
39 (19.50)
11 - 20
155 (77.50)
21 - 30
6 (3.00)
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Tabanejad Z et al.
Table 2. Mean Quality of Work-life of Police Officers by Gender
Factors
Frequency
Mean ± SD
169
70.91 ± 18.43
31
69.62 ± 20.70
Organizational climate
Male
Female
Organizational support
Male
Female
169
53.63 ± 20.85
31
51.67 ± 22.95
169
62.47 ± 19.97
31
60.51 ± 17.82
t Statistics
P
-0.367
0.714
-0.481
0.631
-0.561
0.575
Total
Male
Female
Table 3. Mean Quality of Work-life of Police Officers by Marital Status
Factors
Frequency
Mean ± SD
Organizational climate
Single
51
72.35 ± 15.77
Married
143
69.86 ± 19.31
Divorced
4
78.50 ± 14.20
2
64.16 ± 42.59
200
70.54 ± 18.79
Single
51
59.83 ± 22.66
Married
143
50.76 ± 20.38
Divorced
4
69.64 ± 18.55
Widowed
2
82.14 ± 5.05
200
53.41 ± 21.11
Widowed
Total
Organizational support
Total
5. Discussion
This study was conducted to investigate the QWL of Iranian police officers. The mean QWL score of police officers was at a moderate level. This finding was consistent
with the findings of an earlier study on a sample of military state police officers in Brazil (24) and the police station in Bangkok metropolis (25). Also, Rostami et al. (26)
stated that QWL was at an intermediate level. However,
Punluekdej (25) considered that the overall QWL of police
officers at the police station in Bangkok metropolis was at
a high level.
Studies in India, Nigeria, and Sweden also reported
that police staff was not satisfied with their QWL and wellness (27-29), and they were under pressure and experienced emotional exhaustion (1). Although no further studies are available on the QWL of police officers, two studies in Iran have reported that clinical nurses have moderate (30) to favorable QWL (31). However, high levels of QWL
Shiraz E-Med J. 2021; 22(10):e110181.
F Statistics
P
0.646
0.586
4.709
0.003
are necessary to maintain employees in organizations and
reflect the type of relationships between employees and
their work environment (32). The moderate level of QWL in
police officers necessitates further studies to identify factors affecting police officers’ QWL.
In the present study, the QWL was correlated with organizational climate (including socio-psychological balance,
self-actualization, etc.) and organizational support (including human resource development, positive management, etc.). The study on 200 police officers by Rani et al.
(33) also showed that the QWL and its dimensions were significantly associated with psychological wellbeing (i.e., experiencing autonomy, control over the environment, personal growth, positive relations with others, purpose in
life, and self-acceptance), which resulted in life satisfaction.
Regarding the impact of organizational support, a
study of 630 Indian police officers has also addressed the
QWL in the five areas of the physical aspect, welfare facil3
Tabanejad Z et al.
Table 4. Mean Quality of Work-life of Police Officers by Education Level (N = 200)
Frequency
Mean ± SD
Under diploma
4
65.62 ± 16.75
High school diploma
32
71.48 ± 18.71
Associate degree
31
67.76 ± 20.31
Bachelor’s degree
101
70.70 ± 17.36
Factors
Organizational climate
32
74.68 ± 20.07
200
70.82 ± 18.44
Under diploma
4
57.73 ± 27.74
High school diploma
32
51.87 ± 17.45
associate degree
31
52.02 ± 21.83
Bachelor’s degree
101
52.73 ± 21.62
Master’s degree or higher
Total
Organizational support
32
59.21 ± 21.84
200
53.39 ± 21.00
Under diploma
4
60.95 ± 23.93
High school diploma
32
61.67 ± 16.71
Associate degree
31
59.89 ± 19.43
Bachelor’s degree
101
61.79 ± 17.61
Master’s degree or higher
Total
Total
Master’s degree and higher
Total
Table 5. Intra-correlation Between Scores for Subscales and the Whole Scale
Scale (Subscale)
ICC
P Value
Organizational climate
0.80
0.0001
Organizational support
0.97
0.0001
Total
0.93
0.0001
ities, spirituality, economic condition, and emotional aspect, and reported that police officers were not satisfied
with their QWL. Moreover, the police department did not
adequately train them on stress management, communication skills, team building, and attitudinal change and
also did not make adequate initiatives to enhance their
QWL (34). Evidence shows a clear relationship between positive and negative work experiences and the psychological well-being or perceived QWL of police officers (35). A
study also concluded that the QWL can affect job satisfaction that ultimately would influence the employees’ organizational performance either positively or negatively
(36). Concerning organizational climate factors, Lee et al.
(cited in Piip) also concluded that improving the employ4
32
67.91 ± 18.19
200
62.27 ± 17.90
F Statistics
P
0.703
0.590
0.749
0.560
0.973
0.423
ees’ QWL would not only improve the organization’s productivity but also enhance the employee’s personal efficiency and self-actualization (37). A focus on improving
the employees’ QWL will increase their job satisfaction and
can bring benefits to employees and organizations (37).
Balaji et al. (38) also reported that improving the QWL
can facilitate a more humane work environment in which
both the employees’ basic needs and high-level needs of
continuous growth and self-efficacy will be covered. Maintaining a favorable QWL is possible only when employees’
job expectations are matched with the needs of their personal life and they are satisfied with their work and worklife (38). Some studies have also shown that the QWL can
increase the employees’ organizational commitment, job
satisfaction (39, 40), emotional commitment (39), job performance, and life satisfaction (14) while it significantly decreases intention to leave, job burnout (39), and job stress
(41). However, in a study on military state police officers,
no association was found between the QWL and employees’ self-efficacy (24).
According to the findings of this study, the mean QWL
score was higher in male police officers than in their feShiraz E-Med J. 2021; 22(10):e110181.
Tabanejad Z et al.
male counterparts. This finding can be attributable to the
fact that the number of male police officers was considerably higher in our study. Nonetheless, the higher QWL of
male police officers in the present study is consistent with
some of the former studies in Nigeria (28) and Indonesia
(42).
Human resources play an important role in the success of any organization. Most of the problems in organizations are related to human and social relations rather than
physical or technical aspects. A good QWL not only attracts
new talented people but also strengthens and retains the
existing talented workforce and causes them to enjoy their
profession. Conversely, those how are dissatisfied with
their job experience and feel lower QWL have weaker performance in their job. Good managers try to look after
the organization’s employees as the “assets of the organization” and improve their QWL. They believe that people perform better if they are satisfied with their job, take part in
making job-related decisions, and experience a better QWL
(43).
5.1. Study Limitations
The high workload of the police and their preoccupation might have interfered with their accuracy in completing the questionnaire. Furthermore, although the researcher tried to assure the participants about the confidentiality of the information, a worry about the consequences of their responses may have affected their answers. Furthermore, we used a self-report questionnaire,
and the items in such instruments may induce some bias
in the participants’ answers. Future studies are suggested
using interviews and observations to gather more reliable
data. Furthermore, the simultaneous assessment of QWL,
job burnout, job satisfaction, and their interrelationships
are suggested.
5.2. Conclusions
The Iran Police Organization is one of the dynamic and
active organizations with a key role in the security and order of society. Therefore, it needs employees with high levels of job commitment who are satisfied with their QWL.
Otherwise, they might not do well in their sensitive duties
and missions. The police officers studied in this study had a
QWL at a moderate level. Therefore, more attention should
be paid to recognize the influential factors and create the
necessary modifications to enhance their QWL.
Acknowledgments
This article was part of a doctoral dissertation supported by the Nursing Research Center of the School
Shiraz E-Med J. 2021; 22(10):e110181.
of Nursing of Iran University of Medical Sciences
(IR.IUMS.REC code 1396.9421199006). The authors are
thankful to the Iran University of Medical Sciences and all
police officers who participated in this study.
Footnotes
Authors’ Contribution: Fatemeh Oskouie and Zeinab
Tabanejad were responsible for the study notion and design. Zeinab Tabanejad gathered the data. Abbas Ebadi performed the data analysis. Fatemeh Oskouie, Zeinab Tabanejad, and Abbas Ebadi drafted and revised the manuscript.
Conflict of Interests: The authors declare that there is no
conflict of interest regarding the publication of this article.
Ethical Approval: This study was approved by the Ethics
Committee of the Iran University of Medical Sciences,
Tehran, Iran (code: IR.IUMS.REC.1396.9421199006).
Funding/Support: This research was financially supported by the Nursing Care Research Center of Iran University of Medical Sciences.
Informed Consent: At the beginning of the study, participants were informed of the study objectives and methods, voluntary participation, and confidential data management, and verbal informed consent was obtained from
each of them.
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