THE EFFECT OF INTEGRITY COMPLIANCE ON TASK PERFORMANCE IN THE ROYAL MALAYSIA POLICE (RMP)
DOI:
https://doi.org/10.46827/ejhrms.v6i2.1461Paraules clau:
integrity compliance, policy and procedure, training programme, commitment, task performanceResum
Today, integrity compliance is one of the crucial and became major requirements that have to be met to improve the best work culture and ethics in the organization. This is also to ensure continuous improvement of service quality and excellent tasks performed by organization personnel. Organizations with a workforce that embraces high integrity will undoubtedly have an excellent reputation in society, and the ability to provide quality services and, as well, as significant performance improvements. Recently, there were some complaints and dissatisfaction by the public with RMP personnel in relation to their integrity level. This research aims to investigate integrity compliance which consists of policy and procedures, training programme and commitment as determinants that precipitate the deterioration of police personnel integrity values and task performance. A quantitative study was used supported by structured questionnaires survey for obtaining primary data and information needed. A structured interview was also conducted with selected officers. There were 261 respondents involved and data were collected from selected police districts in Sarawak. Based on rigorous reviewing of past literature, instrument designing and subsequent pilot testing with three (3) hypotheses identified. The data were analyzed and tested using the statistical technique SPSS version 26. The findings revealed that integrity compliance has a direct relationship with police personnel’s task performance. A significant regression equation was found, F(3, 258)= 30.945, p< .05, with an R² = .265. The R² value of .265 indicates that 26.5% of the variation in work performance is significantly explained by the model containing the three independent variables; policy and procedure, training programme and commitment. Therefore, the study contributes to the development of integrity and compliance literature by providing a reasonable explanation of its effects on police personnel’s task performance.
Referències
Abbasi, S. M., & Hollman, K, W. (2000). Turnover: the real bottom line. Public Personnel Management, 29(3), 333-42.
Allen, N. J. & Meyer, J. P. (1991). A Three-Component Conceptualization of Organizational Commitment. Human Resource Management Review, 1, 61-89. http://dx.doi.org/10.1016/1053-4822(91)90011-Z
Borman, W. C., & Motowidlo, S. J. (1997). Task performance and contextual performance: The meaning for personnel selection research. Human performance, 10(2), 99-109.
Delattre, E.J. (1996). Character and Cops. Ethics in Policing (third edition). Washington, D.C. The AEI Press.
Klockars, C. B., Ivković, S. K. & Haberfeld, M. R. (2006). Enhancing Police Integrity. Dordrecht, The Netherlands: Springer-Verlag.
Marenin, O. & Caparini, M. (2005). Policing European Metropolises: The Politics of Security in City-Regions.
Nantha, M. (2015). The relationship between leadership style and integrity at Royal Malaysian Police (RMP) Kulaijaya. Universiti Teknologi Malaysia.
O'Reilly, C. A., & Chatman, J. (1986). Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on pro-social behavior. Journal of Applied Psychology, 71(3), 492-499.
Pagon, M. (2000). Police ethics and integrity. In: M. Pagon, (Ed.) Policing in Central and Eastern Europe: Ethics, Integrity and Human Rights. Ljubljana, Slovenia: College of Police and Security Studies.
Palanski, M. E., & Yammarino, F. J. (2009). Integrity and leadership: A multi-level conceptual framework. The Leadership Quarterly, 20(3), 405-420.
Pelan Integriti PDRM. (2016). Integrity PDRM. Jabatan Integrity dan Pematuhan Standrad PDRM, Ibu Pejabat Polis Bukit Aman, Kuala Lumpur.
Brown, M. T. (2005). Corporate integrity: Rethinking organizational ethics and leadership. Cambridge University Press.
Khan, S., Ahmed, A., & Ahmed, K. (2021). Enhancing police integrity by exploring causes of police corruption. Management Science Letters, 11(6), 1949–1958.
Robinson, S., & Dowson, P. (2011). Responsibility and integrity in the curriculum. Journal of Global Responsibility, 2(2), 253–268.
Mathenge, G. D., 2014. An Empirical Study to Measuring Corruption and Integrity in Kenyan Police Agency: An Ethical Perspective. Public Policy and Administration Research, 4(2), 67–79.
Chong, K., & Mui, H. (2021). The importance of integrity practices on task performance Royal Malaysia Police: the mediating role of organizational commitment and job satisfaction. International Journal of Social Science Research, 3(2), 79-93.
Karim, S., & Nadeem, S. (2019). Understanding the unique impact of dimensions of ethical leadership on employee attitudes. Ethics & Behavior, 29(7), 572–594.
Barney, J. B. (1986). Organizational culture: can it be a source of sustained competitive advantage? Academy of Management Review, 11(3), 656-665.
Said, J. & Omar, N. (2014). Corporate integrity system: comparative analysis of two giant government-linked companies. Procedia – Social and Behavioral Sciences, 145(25), 12-17.
Said, J., Alam, M. M. & Aziz, M. A. (2015). Public accountability system: empirical assessment of public sector of Malaysia. Asian Journal of Scientific Research, 8(2), 225-236.
Said, J., Alam, M. M. & Khalid, M. (2016). Relationship between good governance and integrity system: empirical study on the public sector of Malaysia. Humanomics, 32(2), 151-171.
Said, J., Alam, M. M., Abdullah, N. H. N. & Zulkarnain, N. N. (2016). Risk management and value creation: empirical findings from government linked companies in Malaysia. Review of European Studies, 8(2), 124-132.
Said, J., Alam, M. M., Zulkarnain, N. N. & Abdullah, N. H. N. (2016). Entrepreneurial orientation for sustainable competitive advantage and risk management: evidence from government-linked companies in Malaysia. International Journal of Applied Business and Economic Research, 14(10), 6529-6544.
Alam, M. M., Johari, R. J., & Said, J. (2018). An empirical assessment of employee integrity in the public sector of Malaysia. International Journal of Ethics and Systems, 34(4), 458-471.
Johari, R. J., Alam, M. M., & Said, J. (2020). Empirical assessment on factors contributing to integrity practices of Malaysian public sector officers. Business Process Management Journal. https://doi.org/10.1108/BPMJ-06-2020-0297
Sajari, A., Haron, H., & Ismail, I. (2019). Ethical Climate, Chief Integrity Officer and Level of Ethics and Integrity in Malaysian Public Sector. FGIC 1st Conference on Governance & Integrity, 297– 307
Ko, C., Ma, J., Bartnik, R., Haney, M. H., & Kang, M. (2018). Ethical leadership: An integrative review and future research agenda. Ethics & Behavior, 28(2), 104–132.
Ko, M. J., & Hah, J. (2020). The Effect of Empowering Leadership on Employee’s Work Engagement and Job Satisfaction: Moderating Effect of Behavioral Integrity. Asia-Pacific Journal of Business Venturing and Entrepreneurship, 15(4), 217–230.
Abdullah, W. M. T. W., Daud, S., & Hanapiyah, Z. M. (2020). Human governance and Corruption Risk in Malaysia Public Sector. Global Business & Management Research, 12(4), 721-731.
Hoekstra, A., & Kaptein, M. (2021). The Integrity of Integrity Programs: Toward a Normative Framework. Public Integrity, 23(2), 129–141.
Rosmi & Syamsir. (2020). The Influence of Integrity and Work Experience on Employee Performance. International Journal of Research and Analytical Reviews (IJRAR), 7 (1), 789-794. ISSN Online: 2348-1269.
Tasi, Riri & Syamsir, S. (2020). The Influence of Integrity and Loyalty on Employee Performance. International Journal of Research and Analytical Reviews (IJRAR), 7(1), 774-779. Retrieved from http://www.ijrar.org/viewfull.php?p_id=IJRAR2001817; and http://repository.unp.ac.id/id/eprint/27258.
Febrina, Dita & Syamsir, S. (2020). The Influence of Integrity and Commitment Organizational on Employee Performance. International Journal of Research and Analytical Reviews, 7(1), 799-805.
Wahyuni, Rahma Sri & Syamsir, S. (2020). The Influence of Integrity and Human Resource Management towards Employee Performance. International Journal of Research and Analytical Reviews (IJRAR), 7(1), 780-785. Retrieved from http://www.ijrar.org/viewfull.php?p_id=IJRAR2001818; and http://repository.unp.ac.id/id/eprint/26939
Rehmat, W., Aaltio, I., Agha, M., & Khan, H. R. (2015). Is training effective? Evaluating training effectiveness in call centers. Electronic Journal of Business Ethics and Organizational Studies, 20(1), 4–13. Retrieved from http://ejbo.jyu.fi/index.html
Pallai, K., & Gregor, A. (2016). Assessment of effectiveness of public integrity training workshops for civil servants – A case study. Teaching Public Administration, 34(3), 247–269. https://doi.org/10.1177/0144739416650431
Bruce, W. (1994). Ethical people are productive people”, Public productivity and Management Review, 17(3), 241-252.
Menzel, D. S. (1995). The ethical of environment of local government manager”, American Review of Public Administration, 25(3), 247-261.
Feldheim, M. A. & Wang, X. (2002). Accountability through ethics enhancement strategies: empirical evidence from American cities. International Review of Public Administration, 7(1), 1-8.
Morrow, P. C. (1993). The Theory and Measurement of Work Commitment, JAI Press, Greenwich, CT.
Shore, L. M., Barksdale, K. & Shore, T. H. (1995). Managerial perceptions of employee commitment to the organization. Academy of Management Journal, 38(6), 1593-615.
Allen, T. D., Russell, J. E. A. & Rush, M. C. (1994). The effects gender and leave absence on attributions for high performance, perceived organizational commitment and allocation of organization rewards. Sex Roles, 31, 443-64.
Kinnie, N. & Swart, J. (2012). Committed to whom? Professional knowledge worker commitment in cross‐boundary organisations. Human Resource Management Journal, 22(1), 21-38.
Olsen, K. M., Sverdrup, T., Nesheim, T. & Kalleberg, A. L. (2016). Multiple foci of commitment in a professional service firm: balancing complex employment relations. Human Resource Management Journal, 26(4), 390-407.
Wallace, J. E. (1993). Professional and organizational commitment: compatible or incompatible. Journal of Vocational Behavior, 42(3), 339-349.
Somers, M. J., & Birnbaum, A. D. (1998). Work-related commitment and job performance: it's also the nature of the performance that counts. Journal of Organizational Behavior, 19 (6), 621-634.
Kumari, N., & Afroz, N. (2013). The Impact of Affective Commitment in Employees Life Satisfaction. The Impact of Affective Commitment in Employees Life Satisfaction, 13 (7), 1-7.
Rosmi & Syamsir (2020). The Influence of Integrity and Work Experience on Employee Performance. International Journal of Research and Analytical Reviews (IJRAR), 7 (1), 789-794. ISSN Online: 2348-1269, Print: 2349-5138.
Rossouw, E., 2005. Institute a culture of integrity in organizations, Pretoria: s.n.
Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601-617.
