Unsupervised police decisions taken under stress inherently involve the exercise of discretion and remain questionable when considering the legitimacy of police behavior. Law enforcement agencies seek ways to control discretion to avoid the undesirable consequences of police discretion and maintain organizational legitimacy. Drawing on expectancy and value-based approaches, this study examines the role of extrinsic motivation, intrinsic value orientation and selective enforcement attitudes on the responsiveness of Turkish patrol officers. The findings of the study suggest that reward expectancy which represents the extrinsic motivational perspective, did not have a statistically significant relationship to responsiveness. Public service motivation representing the intrinsic motives of respondents, on the other hand, indicated a strong, positive, and statistically significant relationship with responsiveness. Officer attitudes toward selective enforcement negatively influenced officer responsiveness. Points for practitioners Unlike research that emphasizes the role of contingent incentives on controlling discretion, this study empirically reported that intrinsic rewards have an even stronger effect on officer behavior. The leader’s role is essential in making followers work towards the interests of the public and the well-being of society. Ill-designed extrinsic reward systems may crowd out intrinsic motives of employees and cause a decrease in work-related outcomes. This is especially true in hierarchical organizations where reward policies are more likely to be perceived as unfair.
Vener GARAYEV ÖZET Çalışmada, yapısal eşitlik modeli kullanılarak iş memnuniyeti, yönetici desteği ve tükenmişlik arasındaki ilişkilerin incelenmesi amaçlanmıştır. Ayrıca tükenmişliğin, iş memnuniyetine aracı etkisinin (mediating effect) olup olmadığı araştırılmak istenmiştir. Modeli test etmek amacıyla demografik değişkenler dışında 18 soruluk bir ölçek kullanılmıştır. İlgili anket Diyarbakır ilinde faaliyet gösteren kamu bankaları, özel bankalar ve katılım bankaları personeline dağıtılmış, bu anketlerden 523"ü kullanılmıştır. Sonuçta yönetici desteğinin iş memnuniyetiyle pozitif doğrusal bir ilişki içinde olduğu tespit edilirken, tükenmişliğin yönetici desteği ve iş memnuniyeti ile negatif doğrusal bir ilişki içinde olduğu bilgisi elde edilmiştir. Ayrıca tükenmişliğin, yönetici desteğinin ve iş memnuniyeti üzerinde aracı bir etkisinin olduğu tespit edilmiştir. Çalışmada katılım
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