Examination of the Organisational Culture of the Disaster Management On-duty Staff and Its Effect on the Psychological State of the Staff

Absztrakt

Introduction: No scientific research has been conducted so far among the staff of the County Operations Management Department under the County Police Department of the National Directorate General of Disaster Management of the Ministry of the Interior, but their work is of paramount importance in protecting citizens. The focus of this study is to examine the correlations between the culture of the organisation and the psychological state of the staff.

Aims: In our comprehensive research, we set the goal of learning about the organisational culture of the county police department and its impact on the general condition of the subordinate staff (motivation, conflict management, physical symptoms).

Methods: The research was conducted using the method of written questioning and a questionnaire in addition to the literature review. The data collection took place between 19 September and 5 December 2024, using Google form. A total of 347 people completed the questionnaire nationwide, 84% of the total personnel at that time. The questionnaire examined the relationships between Quinn’s competing values ​​organisational culture model and motivation, conflict management and physical symptoms in several dimensions. The data obtained were processed with the IBM SPSS Statistics 25 program, using descriptive and statistical analyses designed to explore relationships selected in accordance with the rules of research methodology.

Results: The organisation under study strongly emphasises rule-following and regulation-based operating methods, which makes the dominance of hierarchical culture likely. The respondents did not perceive the different culture types as sharply distinct dimensions, but as a unified organisational culture. The most marked difference between the types of organisational culture is in the level of motivation, while the dimensions of conflict management are less sensitive to cultural characteristics. The difference between the groups in terms of extrinsic–intrinsic motivation was significant [F(4;342) = 3.51; p = 0.008]. The highest average score was achieved by those working in a team culture (M = 3.69; SD = 1.20), while the motivation of those belonging to a hierarchy culture was lower (M = 3.18; SD = 1.37). Organisational culture is closely related to psychosomatic and physiological strain. There was a significant difference between the groups on the overall scale of physical complaints [F(4;61.12) = 3.52; p = 0.012]. The most favourable value was shown by those working in a team culture (M = 4.80; SD = 5.53), while the highest value was measured in the adhocracy-type organisation (M = 11.08; SD = 11.34).

Conclusion: The organisational culture of the county police department under study is characterised by the dominance of hierarchical and task-oriented values, while the dimensions of innovative (adhocracy) and market or corporate culture are present at a lower level. It was found that the hierarchical and rule-based organisational structure can reduce the intrinsic motivation of employees but does not necessarily directly increase the level of stress or conflict. The team-oriented culture, on the other hand, showed the most favourable motivational pattern, which supports the positive psychological effects of a cooperative and supportive organisational environment. The on-duty staff of the disaster management department not only serves the organisation and citizens as professional law enforcement staff but also gives citizens a sense of security 24 hours a day, to which their complete physical, spiritual and mental health is just as important as an acceptable organisational culture for the entire staff.