ORGANISATIONAL AND OPERATIONAL POLICE STRESSORS AND THEIR ASSOCIATED SOCIODEMOGRAPHIC AND WORKPLACE FACTORS
DOI:
https://doi.org/10.37268/mjphm/vol.26/no.1/art.3937Keywords:
Police stress, Organisational stressors, Operational stressors, General Linear Model, Police Stress Questionnaire, Occupational health, MalaysiaAbstract
Police work is a high-pressure profession where stressors are categorised into organisational and operational domains, significantly impacting officer well-being. This cross-sectional study aimed to identify the ranking of these stressors and their associated sociodemographic and workplace factors among police officers in Kuala Lumpur. Following a one stage cluster sampling, data were collected using the Organisational and Operational Police Stress Questionnaires. With a response rate of 94.3% analysed was carried out using Independent T-tests, ANOVA, and General Linear Model. Operational stressors (mean 2.79) were ranked slightly higher than organisational stressors (mean 2.73), with fatigue, not enough time to spend with friends and family (operational stressors), and bureaucratic red tape (organisational stressor) emerging as primary concerns. Multivariable analysis revealed that age and years of service were significantly associated with both stressor categories, while marital status and rank were predictors for organisational stressors. Salary commensurability remained a primary predictor (p<0.001), with mean difference (MD) of 0.58, (95% CI: 0.40, 0.75) for organisational stressor and, (p<0.001), with a mean difference (MD) of 0.72 (95% CI: 0.53, 0.90) for operational stressors. The practice of prayer served as a significant protective factor p= 0.02 with MD of -0.46, (95% CI: -0.85, -0.08) for organisational stressors and, (p<0.001), MD of -0.88, (95% CI: -1.29, -0.47) for operational stressors. These findings suggest that the Royal Malaysia Police (RMP) welfare strategies should prioritize financial stability and spiritual support units to effectively mitigate the unique organisational and operational burdens identified.
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