i

JOSE RIZAL MEMORIAL STATE UNIVERSITY

The Premier University in ZamboangadelNorte
Main Campus, Dapitan City
 FACTORS AFFECTING EFFECTIVENESS OF
CRIMINAL INVESTIGATORS
IN DAPITAN CIY

A Thesis
Presented to
The Faculty of the College of Criminal Justice Education
JOSE RIZAL MEMORIAL STATE UNIVERSITY
The Premier University in Zamboangadel Norte
Main Campus, Dapitan City

In Partial Fulfilment
for the Requirement of the Degree
Bachelor of Science in Criminology

JASPER O. ROSAL
February 2020
 Republic of the Philippines
JOSE RIZAL MEMORIAL STATE UNIVERSITY
The Premier University in Zamboanga Del Norte
Main Campus, Dapitan City

COLLEGE OF CRIMINAL JUSTICE EDUCATION

APPROVAL SHEET

This thesis entitled “FACTORS AFFECTING EFFECTIVENESS OF

CRIMINAL INVESTIGATORS” _________________________________________,
and _______________in partial fulfillment for the degree Bachelor of Science in
Criminology has been examined and is recommended for acceptance and approval.

________________________________
Adviser

APPROVED by the Panel of Examiners on Oral Defense with the rating of________.

_________________________________________________
Chairman

_____________________________ ______________________________
Member Member

ACCEPTED and APPROVED by the Dean of the College of Criminal Justice

Education.

____________________________________________
Dean, College of Criminal Justice Education
 FACTORS AFFECTING EFFECTIVENESS OF
CRIMINAL INVESTIGATORS
IN DAPITAN CITY
ABSTRACT

In recent years, scholars have attempted to investigate on what are the factors that

affects efficiency in criminal investigation. However, no empirical research has evaluated

the factors affecting their effectivity. This study focuses on the relationship between the

factors affecting effectiveness of the criminal investigators and the effectiveness itself.

The present study adopted the factors used by Herzberg (1993) which includes motivators

and hygiene factors. Both qualitative and quantitative information from the research site

are analyzed to investigate this degree of relationship. The result from correlation

between variables suggests a low relationship between the variables mentioned. The

present study anchors its theory from the Herzberg’s Two Factor Theory developed by

Tengspongsthorn (2016) originally adopted from Herzberg (1993). This theory focuses

on the inner needs and their expressions in work behavior.. Data from the standardized

research instrument reveals that criminal investigators in Dapitan City were mostly

effective in solving crimes.

 DEDICATION

This thesis is sincerely dedicated to our loving family, whose sacrifice and undying

support boosts our courage and strength to continue our studies and to the people who

have greatly helped in any means.

To the people who extended their help and assistance.

To the future students who might read this feasibility study, may this would help you in

your research.

Above all to the Almighty Father for His eternal blessing and guidance and gift of

strength to overcome every struggle we met.

The Researcher
 ACKNOWLEDGEMENT

The researchers would like to acknowledge the people who have suggested and shared

their ideas to the conceptualization of this research.

This thesis has been made possible by the guidance, supervision, cooperation,

and participation of the following:

Our parents for their financial assistance and for guiding and giving words of wisdom to

inspire us in doing our best in preparing this thesis.

Dr._____________________., the Dean of the College of Criminal Justice Education

and our instructor for his support, encouragement and invaluable assistant for the

development of this manuscript.

To our adviser _______________________, for the help and guidance to complete this

manuscript.

________________________________and __________________________, panel

members, for their remarkable suggestions and brilliant ideas.

Above all we would like to invoke and greatly acknowledge the most needed guidance of

The Almighty Father, Jesus Christ, the son in the unity of the Holy Spirit all glory are

yours now

and forever.

The Researchers
 TABLE OF CONTENTS

Page

TITLE PAGE

APPROVAL SHEET

ABSTRACT

DEDICATION

ACKNOWLEDGEMENT

TABLE OF CONTENTS

LIST OF TABLES

LIST OF FIGURES

Chapter

1 THE PROBLEM AND ITS

SCOPE

Introduction

Theoretical/Conceptual Framework of the Study

Statement of the Problems

Significance of the Study

Scope and Delimitation of the Study

Definition of Terms

2 REVIEW OF LITERATURE AND

STUDIES

Literature

Studies
 3 RESEARCH METHODOLOGY

Method Used Research

Environment Respondents

of the Study Sampling

Procedure Research

Instrument

Validation of the Research

Instrument Scoring Procedure Data-

Gathering procedure Statistical

Treatment

4 PRESENTATION, ANALYSISAND INTERPRETATION

OF DATA

5 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

Summary

Findings

Conclusion

Recommendation

REFERENCES

APPENDICES

Appendix A Approval Letter

Appendix B Letter

Appendix C Questionnaire
 viii

CURRICULUM VITAE

LIST OF TABLES

Table Page
 ix

LIST OF FIGURE

Figure Page

1 Schema of the Study

 Chapter 1

THE PROBLEM AND ITS SCOPE

Introduction

Work effectiveness is the way to effective activity in any organizations.

Organizations with fitting methods supporting and expanding the work adequacy of their

representatives will in general get a decent profit for that speculation and accomplish fast,

successful, and manageable turn of events. Conversely, an absence of suitable systems

supporting and expanding the work viability of inner representatives brings about

workers being incapable, unconcerned and unfit to accomplish the ideal work execution

(Santiwong, 1984).

Unavoidably, these helpless circumstances were straightforwardly affected by the

employees being not able to apply every one of their abilities to address errands, while

simultaneously, they negatively affected the improvement of work frameworks inside the

organization which brought about moderate hierarchical turn of events. Also, the

quantifiable profit in such organizations was very low and in the end, prompted being

burdened in business competition (Kananurak, 2011). Consequently, the main thing that

the chief of an organization can deliver to effectively improve the organization is to not

disregard expanding the work viability of employees as this is essential to quick

improvement in a positive and brief way.

As the world paces up and down so do criminal investigations and its challenges

(Police Executive Research Forum, 2018) resulting in having no basic template to follow

every time there is a needed to conduct a criminal investigation ( Gehl & Plecas, 2016).

Hence, criminal investigations can be imprecise undertakings, often performed in

reaction to unpredictable and still-evolving events with incomplete information to guide

the process. As such, it is impossible to teach or learn a precise methodology that can be

applied in every case. Still, there are important concepts, legal rules, and processes that

must be respected in every investigation. 

According to the Philippine National Police Criminal Investigation Manual

(2011), investigation is the collection of facts to accomplish a three-fold aim: a. to

identify the suspect; b. to locate the suspect; and c. to provide evidence of his guilt. In the

performance of his duties, the investigator must seek to establish the six (6) cardinal

points of investigation, namely: what specific offense has been committed; how the

offense was committed; who committed it; where the offense was committed; when it

was committed; and why it was committed.

Speaking of criminal investigation system in the Philippines, it has been a

notorious knowledge as to how the country has been through series of controversies

regarding some glaring problems in the criminal justice system ranging from law

enforcement, the prosecution, and the courts to corrections and the community for the

past decades to date.

According to Clifford (1980), the strengthening of law enforcement efforts is

deemed to depend on improved police officer training and professionalization of their

status as well as on the incorporation of advanced technology in crime detection, traffic

control, forensic sciences, and criminal investigation, most especially, criminal

prosecutions as Gaña, Jr (n.d.) asserted that criminal prosecutions have always been a

very difficult balancing act for the state or a country. Having mentioned all those

challenges, Attorney Roy Panti Valenzuela (2018) said that the perception of a

continuing failure of the Philippine criminal justice system to deliver fast and efficient

justice has inevitably led to the erosion of public trust in the government. As a

consequence, citizens are laden with anxiety because of unabated criminality and
violence in their communities. The type of justice that leads to peace and prosperity

continues to be elusive in the Philippines as the worsening scenario of jail congestion

continues to manifest its malevolent implications for the human rights of prisoners. It

appears that the culprit is an overwhelmed machinery of criminal justice that has not been

able to keep pace with growing rates of population, urbanization and criminality. There is

also an apparent imbalance in the justice structure where there are too few judges,

prosecutors and public defence attorneys to process the cases filed by the numerous law

enforcers who file criminal cases. This leads to bottlenecks in criminal justice procedures

and has resulted, in not a few instances, in human rights crises in jails.

It is in this light that this study shall attempt to raises interesting questions about

the work performance of the Criminal Investigators in Dapitan City. For example, what

factors influence the work performance of police officers in the city? Hence, the main

purpose of this study is to investigate the factors that impact on the work performance of

police officers in the Dapitan City so that solutions and measures to improve their work

performance could be identified to change their behavior and increase their work

effectiveness.

Theoretical/Conceptual Framework

The present study anchors its theory from the Herzberg’s Two Factor Theory

developed by Tengspongsthorn (2016) originally adopted from Herzberg (1993). This

theory focuses on the inner needs and their expressions in work behavior. The theory

consists of two main categories: motivators and hygiene factors. Motivators lead to

positive job attitudes because they satisfy the need for self-actualization. Motivators

cover achievement, recognition, work itself, responsibility, promotion, and growth.

Conversely, hygiene factors surround the doing of the job. Hygiene factors include
company policy, supervision, work conditions, salary, security, relationship with the

boss, and relationships with peers. The satisfaction of hygiene needs can prevent

dissatisfaction and poor performance, but only the satisfaction of the factors of

motivation will bring the type of improvement in productivity sought by companies

(Herzberg, 1993).

Tengspongsthorn (2016) relates these factors to the effectiveness of police

officers using ten [10] indicators: responsibility, quality of work, knowledge and critical

thinking, willingness, punctuality, compliance, ability to manage, initiative, cooperation,

and resource use. The present study will attempt to solicit data on the satisfaction of

police officers to these factors as well as the effectiveness of the police criminal

investigators in Dapitan City. Researchers also investigates the relationship between

these factors and the effectiveness of crime investigators.

Motivators

Motivation is a reason for actions, willingness, and goals. Motivation is derived

from the word motive, or a need that requires satisfaction.

These needs, wants or desires may be acquired through influence of culture, society,

lifestyle, or may be generally innate. An individual's motivation may be inspired by

outside forces (extrinsic motivation) or by themselves (intrinsic motivation). Motivation

has been considered one of the most important reasons to move forward. Motivation

results from the interaction of both conscious and unconscious factors. Mastering

motivation to allow sustained and deliberate practice is central to high levels of

achievement, e.g. in elite sport, medicine, or music. Motivation governs choices among

alternative forms of voluntary activity.

 According to Bune (2015), it is important for police officers to have motivators to

keep their passion for policing strong and to enhance their desire to continually be the

best they can be. Police comprise a brotherhood replete with a bona fide understanding of

the inherent dangers that are ever-present in their occupation. The camaraderie that exists

among cops is essential for their emotional and physical wellbeing. From one corner of

the world to another, the bond that exists among police officers of any rank motivates

them to confront the daily challenges that present themselves in the public safety sector. 

It’s vital that within the supervisory and management hierarchy of any police

organization, those placed in leadership positions must be carefully chosen. Not only

must they possess the law enforcement expertise, experience, and skills to work in the

trenches, but they must have the aptitude to deal with diverse and highly competitive

personalities of those under them. Those in supervisory and leadership roles can either be

motivators or morale busters to the organization depending upon their approach. Here are

four keys to motivating officers in your organization (Bune, 2015).

Rookies look up to their trainers and leaders as role models to emulate. As rookies

embark upon their careers, they need support to gain an understanding of the job and to

develop a keen awareness of the street and its accompanying realities. At the onset,

excellent training — both in the academy and on the street — is essential to properly

motivate the new cop and to develop healthy outlooks and appropriate attitudes. For

officers who have been employed in the job for a significant amount of time, they need

continual motivators as well. They need to be afforded opportunities for continuing

education in areas of both organizational need and interest to them individually, and they

must be allowed the time and opportunity to take advantage of them. For those who have

an avid desire to progress in their career or gain knowledge that will allow them to pursue

an added interest in another departmental arena, they need to be encouraged and

supported to reach their goals. It can be a morale buster when their repeated requests for

training opportunities are denied or delayed indefinitely without legitimacy, cause or

explanation (Bune, 2015).

Another motivator for law enforcement officers can be applause for a job well

done. An announcement at roll call about the officer’s performance, the placement of a

formal compliment letter in the officer’s personnel file or personal acknowledgement by

the chief with presentation of a plaque can be a huge morale booster that can reverberate

throughout the department. This not only rewards the individual officer but it inspires

others within the department to excel.  Law enforcement is a rewarding career and,

consequently, positive motivators need to outweigh and counteract any existent morale

busters. Therefore, it is critical to supply positive motivation within a department to

produce engaged employees, foster the desire to excel and provide public service at its

best (Bune, 2015).

One aspect of motivation and commitment is the desire to seek ascendency within

the organization and, for those who aspire to higher ranks, the belief that promotions are

realistically available. Promotional aspirations may motivate patrol officers to distinguish

themselves in their daily activities by going above and beyond minimum standards.

Aspirations are particularly important among previously excluded occupational members

(e.g., females and non-Whites). Although these groups have made inroads, they still

represent a distinct minority in police agencies nationwide (U.S. Department of Justice,

Bureau of Justice Statistics, 2011) and are still notably underrepresented in managerial

and executive ranks (National Center for Women and Policing, 2002; Sklansky, 2006;

Wertsch, 1998). The limited research to date has demonstrated that the perceived

importance of promotion and ability of promotion to satisfy career and life needs varies

substantially across officers (Gaines, Tubergen, & Paiva, 1984; Paoline, 2001;
 Scarborough, Tubergen, Gaines, & Whitlow, 1999). A handful of studies have suggested

that demographic factors may help explain some of this variation (e.g., Archbold &

Schulz, 2008); however, these characteristics’ explanatory power over officer attitudes

has been modest overall (e.g., Forsyth & Copes, 1994). Most existing studies consider

only a limited array of possible contributors to promotional aspirations, and none

simultaneously examine the impact of multiple predictor domains. The current study

extends prior research by positing promotional aspirations as a combination of officers’

demographic characteristics, their perceptions of the work environment, and

organizational characteristics. The end result will be an improved understanding of

officers’ desires and expectations for promotions, and potential suggestions for ways in

which police executives can encourage positive behaviors through structural incentives

(Gau et. al., 2013).

One aspect of motivation and

commitment is the desire to seek
ascendency within the
organization and, for those who
aspire to higher ranks, the belief
that promotions are realis-
tically available. Promotional
aspirations may motivate patrol
officers to distinguish
themselves in their daily activities
by going above and beyond
minimum standards.
Aspirations are particularly
important among previously
excluded occupational members
(e.g., females and non-Whites).
Although these groups have made
inroads, they still repre-
sent a distinct minority in police
agencies nationwide (U.S.
Department of Justice, Bureau
of Justice Statistics, 2011) and are
still notably underrepresented in
managerial and execu-
tive ranks (National Center for
Women and Policing, 2002;
Sklansky, 2006; Wertsch, 1998).
The limited research to date has
demonstrated that the perceived
importance of promo-
tion and ability of promotion to
satisfy career and life needs varies
substantially across
officers (Gaines, Tubergen, &
Paiva, 1984; Paoline, 2001;
Scarborough, Tubergen, Gaines,
& Whitlow, 1999). A handful of
studies have suggested that
demographic factors may help
explain some of this variation (e.g.,
Archbold & Schulz, 2008);
however, these character-
istics’ explanatory power over
officer attitudes has been modest
overall (e.g., Forsyth &
Copes, 1994). Most existing
studies consider only a limited
array of possible contributors
to promotional aspirations, and
none simultaneously examine the
impact of multiple pre-
dictor domains. The current study
extends prior research by positing
promotional aspira-
tions as a combination of officers’
demographic characteristics, their
perceptions of the
work environment, and
organizational characteristics. The
end result will be an improved
understanding of officers’ desires
and expectations for promotions,
and potential sugges-
tions for ways in which police
executives can encourage positive
behaviors through struc-
tural incentives.
THE ANTECEDE
One aspect of motivation and
commitment is the desire to seek
ascendency within the
organization and, for those who
aspire to higher ranks, the belief
that promotions are realis-
tically available. Promotional
aspirations may motivate patrol
officers to distinguish
themselves in their daily activities
by going above and beyond
minimum standards.
Aspirations are particularly
important among previously
excluded occupational members
(e.g., females and non-Whites).
Although these groups have made
inroads, they still repre-
sent a distinct minority in police
agencies nationwide (U.S.
Department of Justice, Bureau
of Justice Statistics, 2011) and are
still notably underrepresented in
managerial and execu-
tive ranks (National Center for
Women and Policing, 2002;
Sklansky, 2006; Wertsch, 1998).
The limited research to date has
demonstrated that the perceived
importance of promo-
tion and ability of promotion to
satisfy career and life needs varies
substantially across
officers (Gaines, Tubergen, &
Paiva, 1984; Paoline, 2001;
Scarborough, Tubergen, Gaines,
& Whitlow, 1999). A handful of
studies have suggested that
demographic factors may help
explain some of this variation (e.g.,
Archbold & Schulz, 2008);
however, these character-
istics’ explanatory power over
officer attitudes has been modest
overall (e.g., Forsyth &
Copes, 1994). Most existing
studies consider only a limited
array of possible contributors
to promotional aspirations, and
none simultaneously examine the
impact of multiple pre-
dictor domains. The current study
extends prior research by positing
promotional aspira-
tions as a combination of officers’
demographic characteristics, their
perceptions of the
work environment, and
organizational characteristics. The
end result will be an improved
understanding of officers’ desires
and expectations for promotions,
and potential sugges-
tions for ways in which police
executives can encourage positive
behaviors through struc-
tural incentives.
THE ANTECEDE
Hygiene Factors

According to Herzberg (1993), hygiene factors are what causes dissatisfaction

among employees in the workplace. In order to remove dissatisfaction in a work

environment, these hygiene factors must be eliminated. There are several ways that this

can be done but some of the most important ways to decrease dissatisfaction would be to

pay reasonable wages, ensure employees job security, and to create a positive culture in

the workplace. Herzberg considered the following hygiene factors from highest to lowest

importance: company policy, supervision, employee's relationship with their boss, work

conditions, salary, and relationships with peers. Eliminating dissatisfaction is only one

half of the task of the two factor theory. The other half would be to increase satisfaction

in the workplace. This can be done by improving on motivating factors. Motivation

factors are needed to motivate an employee to higher performance.

Herzberg also further classified our actions and how and why we do them, for

example, if you perform a work related action because you have to then that is classed as

"movement", but if you perform a work related action because you want to then that is

classed as "motivation". Herzberg thought it was important to eliminate job

dissatisfaction before going onto creating conditions for job satisfaction because it would

work against each other. Satisfaction of the employees can have multiple positive effects

for the organization. For example, when the employees share their knowledge, they

satisfy their social needs and gain cohesion within the group. Also, sharing knowledge

helps others to create new knowledge, which also can reinforce the motivating factors.
By sharing knowledge, the employees feel satisfied and with the new knowledge it can

increase the organizations innovation activities.

In spite of the fact that police officers have a great degree of autonomy and

freedom to use discretion, police supervisors have traditionally been reluctant to delegate

any additional authority to patrol officers. However, one of the key elements of

community policing strategies involves empowering individual patrol officers to develop

creative solutions to recurring problems of crime and disorder.

Nevertheless, due to concerns about civil liability issues, police supervisors are

often reluctant to let officers implement new plans or operations on their own. As a result

of the decisions in federal court cases such as Monell v. New York City and City of

Canton v. Harris, police supervisors can often be held civilly liable for the negative

consequences that can result from the actions of their subordinates. Therefore, police

supervisors can become understandably nervous when their officers attempt to act

proactively by implementing unique and untried tactics rather than simply maintaining

the status quo of reactively responding to calls. This reluctance to delegate operational

authority continues to be a frequent obstacle to the implementation of community

policing programs.

Another problematic issue in police supervision is the lack of training police

supervisors receive. In most police departments officers do not receive any leadership or

supervisory training until they are promoted to the rank of sergeant. Even after being

promoted, new sergeants usually do not receive formal training in how to be a supervisor

for a number of months or even years. In some small departments with tight budgets,

supervisors may never receive formal supervisory training.

 This general lack of training is often the result of the cost of training and the fact

that when a supervisor is away at training, the department is shorthanded. Some police

executives also hold the opinion that officers selected for promotion already have the

natural talents and abilities to be good leaders and therefore do not need training. This

lack of training also poses problems for the implementation of community policing since

many supervisors are unfamiliar with how to supervise officers effectively while also

empowering them to develop unique responses to crime and disorder.

Within police departments, criminal investigators are smaller in number, have an

elite status, and benefit from special perks such as promotions, not wearing uniforms,

earning higher salary or increasing overtime opportunities, and enjoying considerable

discretion of their use of time. Criminal investigators have a more clearly defined mission

than patrol officers: to arrest the criminal (Walker, 1992). Success in this mission can

have great moral significance to the investigator, just as arresting a serious criminal gives

the officer a tangible sense of protecting the community. Investigators also enjoy a

romanticized reputation as being effective crime fighters in books, movies, and

television. These factors lead to an investigator culture that privileges their crime-fighting

efforts as superior to patrol-based strategies and, at least partially, separates them from

the rest of the department.

The bulk of criminal investigation work, however, is not as exciting or as

successful as it is portrayed in the media or by the police themselves. As Herman

Goldstein (1977) suggests in his classic work Policing a Free Society: It borders on

heresay to point out that, in fact, much of what detectives do consists of very routine and

rather elementary chores, including much paper processing; that a good deal of their

work is not only not exciting, it is downright boring; that the situations they confront are
often less challenging and less demanding than those handled by patrolling police

officers; that it is arguable whether special skills and knowledge are required for

detective work; that a considerable amount of detective work is actually taken on a hit-or-

miss basis; and that the capacity of detectives to solve crimes is greatly exaggerated.

Goldstein’s observations were supported by a series of research studies in the

1970s and early 1980s that debunked the mythology of criminal investigators

(Greenwood, Chaiken and Petersilia, 1977; Ericson, 1982; Royal Commission on

Criminal Procedure, 1981).

INDEPENDENT VARIABLE DEPENDENT VARIABLE

 MOTIVATORS EFFECTIVENESS OF
CRIMINAL
 Achievement INVESTIGATORS
 Recognition
 Work  Responsibility
 Promotion  Quality of Work
 Growth  Knowledge & Critical
FigureHYGIENE
1. SchemaFACTORS
o thinking
 Willingness
 Productivity
 Organizational Policy  Compliance
 Supervision  Ability to Manage
 Work Condition  Initiative
 Salary  Cooperation
 Security  Resource use
 Relationship with boss
 Relationship with peers

Figure 1. Schema of the Study

Statement of the Problem

The study aims to investigate the relationship between motivators and hygiene

factors and the effectiveness of criminal investigators in Dapitan City. Specifically, it

sought to answer the following question.

1. What is the profile of criminal investigators in Dapitan City as to:

1.1 Name

1.2 Age

1.3 Sex

1.4 Civil Status

1.5 Length of Service

2. How satisfied are the police criminal investigators in Dapitan City with

motivators associated with:

2.1 Achievement

2.2 Recognition

2.3 Work

2.4 Promotion

2.5 Growth

3. How satisfied are the police criminal investigators in Dapitan City with hygiene

factors associated with:

3.1 Organizational Policy

3.2 Supervision

3.3 Work Condition

3.4 Salary
 3.5 Security

3.6 Relationship to Boss

3.7 Relationship to Peers

4. Is their a significant relationship between factors and the effectivity of criminal

investigators in Dapitan City?

Hypotheses
H01: There is no significant relationship between factors and the effectivity of

criminal investigators in Dapitan City.

Significance of the Study

This study may provide useful pieces of information about common criminal

investigation problems in Dapitan City. More particularly, this study would be significant

to:

Dapitan City Police Station. This would serve as baseline of criminal investigation

problems in Dapitan City which shall be of great consideration to the peace and order

authority in the city for mitigation and prevention purposes.

Zamboanga del Norte Provincial Police Station. This would serve as a valuable

reference on criminal investigation problems in the province for comparative ,

monitoring, supervision and assistance purposes.

Future Researchers. This paper would become their preliminary framework for a

confirmatory, similar or and off-shoot study in the future.

Scope and Delimitation of the Study

This study will make use only of the perception of select police officers in

Dapitan City and will not include trial transcripts, government reports, public inquiries,

commission investigations, independent reviews, interviews, and media coverage as data

for analysis. Moreover this paper will only discuss the factors developed by Hetzberg

(1993). The respondents of the study were the crime investigators in Dapitan City. The

study was conducted during the School Year 2020 -2021. The findings and implications

of this study should be viewed in the light of potential limitations that might reveal

directions for future research. First, the theory used in this paper was based on limited

factors – motivators and hygiene factors. The findings may not be generalizable since the

data may not represent the population of other areas in the country.

Definition of Terms

To fully understand the study following terms are hereby operationally defined:

Achievement refers to awards and recognition receive by the police criminal investigator

as a result of truthful and credible work.

Criminal Investigation. It is the collection of facts in order to accomplish the three-fold

aims – to identify the guilty party; to locate the guilty party; and to provide evidence of

his (suspect) guilt.

Criminal Investigator. It refers to a public safety officer who is tasked to conduct the

investigation of all criminal cases as provided for and embodied under the Revised Penal

Code/Criminal Laws and Special Laws which are criminal in nature. Also, it refers to a

well-trained, disciplined and experienced professional in the field of criminal

investigation duties and responsibilities.

Custodial Investigation. It is an investigation conducted by law enforcement officers

after a person has been arrested or deprived of his freedom of action. It includes

invitation to a person who is being investigated in connection with an offense.

Evidence. It includes but are not limited to documentary, testimonial, electronic and

object evidence, gathered in the course of the investigation.

Hygiene Factors refers to the factors that do not give positive satisfaction or lead to

higher motivation, though dissatisfaction results from their absence. The term "hygiene"

is used in the sense that these are maintenance factors. These are extrinsic to the work

itself, and include aspects such as company policies, supervisory practices, or

wages/salary.

Investigation. It is an inquiry, judicial or otherwise, for the discovery and collection of

facts concerning the matter or matters involved. Moreover, it is the process of inquiring,

eliciting, soliciting and getting vital information/facts/circumstances in order to establish

the truth.

Investigator/Officer. It refers to any law enforcement personnel belonging to the duly

mandated law enforcement agencies (LEA) tasked to enforce Republic Act 9208 such as

officers, investigators and agents of the Philippine National Police, National Bureau of

Investigation, Bureau of Immigration.

Motivators are factors affecting effectiveness of criminal investigators  that give positive

satisfaction, arising from intrinsic conditions of the job itself, such as achievement,

recognition, work, responsibility, promotion and growth.

 Chapter 2

REVIEW OF RELATED STUDIES AND LITERATURE

This chapter presents the different literature and studies that are relevant to this

work. A survey of foreign, local and other researchers are given major consideration. It is

believed that this presentation will provide deeper appreciation and perspective on the

work being undertaken.

Literature

Over the last three decades, policing has gone through a period of significant

change and innovation. In what is a relatively short historical time frame, the police have

reconsidered their fundamental mission, the nature of core strategies of policing, and the

character of their relationships with the communities they serve. This reconsideration is

now broadly conceived of as community and problem-oriented policing. Within the

community and problem- oriented policing paradigm shift, many innovations have

developed, including broken windows, hot spots, pulling levers, Compstat and other

policing approaches (Weisburd and Braga, 2006). These changes and innovations grew

out of concern that core policing tactics, such as preventive patrol, rapid response to calls

for service and follow-up investigations, did not produce significant impacts on crime

and disorder. There is now a growing consensus that the police can control crime when

they are focused on identifiable risks, such as crime hot spots, repeat victims and very

active offenders, and when they use a range of tactics to address these ongoing problems

(Braga, 2001, 2008a; Skogan and Frydl, 2004; Weisburd and Eck, 2004). In the United

States, these police innovations have been largely implemented by uniformed patrol

officers rather than criminal investigators.

 While Anglo-Saxon policing — the basis of American policing — originated

during the early 19th century, criminal investigation is largely a 20th-century

phenomenon. During the first stages of Anglo-Saxon policing — at least until the

beginning of the 20th century — detective work remained largely in the private sector,

although small detective units developed in the United States, England and France. In the

United States, detectives were generally viewed as low-status operators, as much given to

bringing trouble and corruption into police departments as solving community problems.

Their status and mystique were enhanced when J. Edgar Hoover took over the corrupt

Bureau of Investigation during the 1920s and through a variety of measures, ranging from

strict behavioral standards for investigators to shrewd publications programs, created

what was considered an incorruptible and proficient Federal Bureau of Investigation

(FBI) (Reppetto, 1978). Hoover’s and the FBI’s status were so high that urban police

departments modeled their overall strategy and the role of criminal investigators on the

FBI model. The question of the “fit” between a federal law enforcement model and an

urban police model aside, the impact of J. Edgar Hoover and the FBI on local police

departments and their strategies should not be underestimated, even today.

The basic work of the criminal investigator has changed little since the “standard”

model of policing (also known as the “professional” or “reform” model) popularized

during the 1950s, although forensic technology has evolved considerably. In terms of

controlling crime, investigators essentially conduct ad-hoc reactive investigations to hold

offenders accountable for crimes in the hopes of generating deterrence through making

arrests. Criminal investigators clearly play an important role in delivering justice to crime

victims. However, in their investigation of cases, they gain intimate knowledge of repeat

victims, high-rate offenders and locations that generate a disproportionate amount of

criminal incidents. Investigators hold valuable information on recurring crime problems

and could occupy a central role in developing creative responses to stop the next crime

instead of responding to it. Unfortunately, few police departments have been successful

in their attempts to reorient the work of criminal investigators more broadly towards

crime control.

It is our belief that criminal investigators are more valuable to police crime-

control operations than most police executives realize. In most police departments, the

“fruit” of an investigation is the arrest and subsequent conviction of a criminal offender.

Indeed, the work of criminal investigators in apprehending serious offenders can be

incredibly creative, involve dogged persistence and include acts of heroism. We believe

that the fruit of their labor can be the investigative results as well as the incorporation of

investigative knowledge and actions into crime-control strategies. An inefficient criminal

justice process damages the credibility of the justice system and arguably weakens the

rule of law. It potentially

affectstherightsofdefendantsanditraisesissuesofaccesstojusticefor victims of crime. In

many countries, the criminal justice system’s poor performance, its lack of timeliness, its

many perceived inefficiencies, and its frequent failure to meet public expectations are a

serious concern. The question of how to measure and improve the performance of that

system and of the criminal justice process as a whole is increasingly receiving attention,

as are the questions of increasing the system’s effectiveness, transparency, and

accountability.

Criminal justice systems around the world are frequently being questioned both in

terms of their effectiveness and their efficiency. In Canada, for example, a group of

influential members of the Canadian criminal justice system has been meeting yearly

since 2009 to reflect on some of the persistent challenges faced by the criminal justice

system and to offer suggestions for reform. During the group’s inaugural meeting,
perhaps not surprisingly, a strong consensus emerged when it came to identifying the

major challenges. They included: a crisis in public confidence; undue delay and

unnecessary complexity; the absence of a shared vision and shared values; a lack of a

common understanding of roles and responsibilities; a lack of comparable data about the

system’s performance; an outdated procedural and substantive framework; the need for

comprehensive cultural change’ to effectively break down institutional silos and

implement reforms. Similar challenges are found in countries around the world.

The empirical literature on the subject is still limited but has nevertheless much to

offer to students of criminal justice reform. Most of the promising developments in the

field, many of them as yet untested, come from our evolving knowledge and expertise in

the areas of systems, organizational change, change management and organizational

behaviour, as opposed to careful and controlled experiments within the justice system.

One should not be surprised if much of the recent literature on criminal justice efficiency

focuses on concepts of leadership, goal and target setting, strategic planning, change

management, performance monitoring and feedback loops, indicators of performance,

and accountability.

According to Gehl and Plecas (2016), criminal investigation, as a thinking

process, is a multi-faceted, problem-solving challenge. Arriving at the scene of a crime,

an officer is often required to rapidly make critical decisions, sometimes involving life

and death, based on limited information in a dynamic environment of active and still

evolving events. After a criminal event is over, the investigator is expected to preserve

the crime scene, collect the evidence, and devise an investigative plan that will lead to the

forming of reasonable grounds to identify and arrest the person or persons responsible for

the crime. To meet these challenges, police investigators, through training and
experience, learn investigative processes to develop investigative plans and prioritize

responses..

Furthermore, criminal investigation is not just a set of task skills, it is equally a set

of thinking skills. To become an effective investigator, these skills need to be consciously

understood and developed to the point where they are deliberately engaged to work

through the problem-solving process that is criminal investigation. Trained thinking and

response can be difficult to adapt into our personal repertoires because we are all

conditioned to be much less formal and less evidence driven in our everyday thinking.

Still, as human beings, we are all born investigators of sorts. As Taber (2006) pointed out

in his book, Beyond Constructivism, people constantly construct knowledge, and, in our

daily lives, we function in a perpetual state of assessing the information that is presented

to us. Interpreting the perceptions of what we see and what we hear allows us reach

conclusions about the world around us (Taber, 2006). Some people are critically

analytical and want to see evidence to confirm their beliefs, while others are prepared to

accept information at face value until they are presented facts that disprove their

previously held beliefs. Either strategy is generally acceptable for ordinary people in their

everyday lives.

Moreover, Gehl and Plecas also noted why is there a need think through the

process. And they say that diametrically opposing the analysis processes of everyday

people, in the role of a police investigator, the process of discovering, interpreting, and

determining the validity of information is different and this difference is critical. As an

investigator, it is no longer sufficient to use the strategies that ordinary people use every

day. Instead, it is incumbent on investigators to critically assess all the information they

encounter because every investigation is an accountable process in which the investigator

is not just making a determination about the validity and truth of the information for

personal confirmation of a belief. Rather, the police investigator is responsible and

empowered under the law to make determinations that could significantly affect the lives

of those being investigated as well as the victims of crime.

The investigator’s interpretation of information and evidence commonly requires

answers to many questions that can lead critical of decisions, actions, and outcomes, such

as:

 What must be done to protect the life and safety of persons?

 Should force, up to and including deadly force, be used to resolve a

situation?

 Who will become the focus or subject of a criminal investigation?

 What is the best plan to apprehend the person or persons responsible for a

criminal act?

 Will someone be subjected to a search of their person or of their home?

 Will someone be subjected to detention or arrest and questioning for a

criminal act?

 Will someone have a criminal charge sworn against them?

 Will someone be subjected to a criminal trial?

 Will someone’s liberty as a free person be at risk?

 Will justice be served?

 Will the community be protected?

Significant to these possible outcomes, the investigator must always be ready to

explain their thinking and actions to the court. For example, when an investigator is asked
by a court, “How did you reach that conclusion to take your chosen course of action?” an

investigator must be able to articulate their thinking process and lay out the facts and

evidence that were considered to reach their conclusions and form the reasonable grounds

for their actions and their investigative decision-making process. For an investigator

speaking to the court, this process needs to be clear and validated through the articulation

of evidence-based thinking and legally justifiable action. Thinking must illustrate an

evidence-based path to forming reasonable grounds for belief and subsequent action.

Thinking must also demonstrate consideration of the statutory law and case law relevant

to the matter being investigated.

Considering this accountability to outcomes, it is essential for police investigators

to have both the task skills and the thinking skills to collect and analyze evidence at a

level that will be acceptable to the criminal justice system. Investigation is the collection

and analysis of evidence. To be acceptable to the court, it must be done in a structured

way that abides by the legal rules and the appropriate processes of evidence collection.

Additionally, it must be a process the investigator has documented and can recall and

articulate in detail to demonstrate the validity of the investigation.

Obviously, it is not possible for someone to remain in a constant state of vigilance

where they are always critically assessing, documenting, and determining the validity of

every piece of information they encounter. However, when on duty, it is frequently

necessary for a police investigator to do this. For a police investigator, this needs to be a

conscious process of being mentally engaged and “switched on” to a more vigilant level

of information collection, assessment, and validation while on duty. A police investigator

must master this higher and more accountable level of analytical thinking for both tactical

and strategic investigative response. The “switched on” police investigator must:
  Respond appropriately to situations where they must protect the life and

safety of persons

 Gather the maximum available evidence and information from people and

locations

 Recognize the possible offence or offences being depicted by the fact

pattern

 Preserve and document all evidence and information

 Critically analyze all available information and evidence

 Develop an effective investigative plan

 Strategically act by developing reasonable grounds to either identify and

arrest those responsible for criminal acts, or to eliminate those who are

wrongfully suspected

Most traditional police training provides new officers with many hours of

instruction in the task skills of investigation. However, the learning of investigative

thinking skills is expected to develop through field experience, learning from mistakes,

and on the job mentoring. This learning does not always happen effectively, and the

public expectations of the justice system are evolving in a model where there is little

tolerance for a mistake-based learning.

The criminal investigation of serious crimes has always drawn a substantial level

of interest, concern, and even apprehensive fascination from the public, the media, and

the justice system. Police actions and investigations have been chronicled and dissected

by commissions of inquiry and the media.  From the crimes of the serial killers like Paul

Bernardo (Campbell, 1996), and Robert Pickton (Oppal, 2013) to the historical wrongful
convictions of David Milgaard (MacCallum, 2008) and Guy Paul Morin (Kaufman,

1998), true life crimes are scrutinized and the investigations of those crimes are examined

and critically assessed.

When critiquing past investigations, the same types of questions are frequently

asked:

 Is it possible that the wrong person was arrested or convicted?

 Is it possible that other persons were involved?

 Were all the possible suspects properly eliminated?

 Was information properly shared among police agencies?

 Did the investigators miss something?

 Was all the evidence found?

 Was the evidence properly interpreted?

 Were the investigative theories properly developed and followed to the

correct conclusion?

 Was tunnel vision happening and misdirecting the investigation?

Today, transparency throughout the criminal justice system and public disclosure

of evidence through investigative media reports make it much easier for the public and

the media to examine the investigative process. Public and media access to information

about police investigative techniques and forensic tools has created an audience that is

more familiar and sophisticated about police work. The ability of both social and

traditional media to allow public debate has created a societal awareness where a higher

standard for the investigation of serious crimes is now an expectation.

 One only needs to look at the historical and contemporary judicial reviews and

public inquiries to appreciate that there is an expectation for police investigators and

police organizations to maintain and demonstrate a high level of competency. In a

judicial review, it is often too late if an investigator discovers that they have pursued the

wrong theory or they have failed to analyze a piece of critical information or evidence.

These situations can be career-altering or even career-ending. A good investigator needs

to be conscious of his or her-own thinking, and that thinking needs to be an intentional

process.

Studies

Gaña,Jr. (n.d.) asserted in his study entitled “ Building Criminal Case in the

Philippines : Problems, Insights and Proposals” that while the state, through its

representatives, are mandated to ensure that those who have transgressed societal norms

are brought to trial and be made to suffer to the fullest extent of the law, it is also

important to ensure that the innocent must not be unduly burdened by criminal

prosecution. Bearing this in mind, public prosecutors have a heavy burden to ensure that

only the guilty are prosecuted and sentenced. One way to ensure a just conviction is to

ensure that evidence presented during trial must be credible, reliable and relevant.

Further, such conviction must also be made in an efficient and prompt manner as to

lessen any possible discomfort and pain to an accused if only to breathe life to the

constitutional presumption of innocence.

He further noted that unlike other countries where law enforcement agencies are

integrated with the prosecutorial arm of the government, in the Philippines, the

prosecutor relies on other parties to provide evidence to prove a criminal case. The

Revised Rules of Criminal Procedure are quite clear on this matter. A criminal case is
instituted either by (a) filing a complaint before the proper office for preliminary

investigation or (b) by filing a complaint or information directly with the Municipal Trial

Courts and Municipal Circuit Trial Courts or a complaint before the Office of the public

prosecutor. Furthermore, in cases where preliminary investigation is required, a

complaint is usually filed before the Office of the Public Prosecutor either by the private

complainant or any peace officer usually the Philippine National Police and the National

Bureau of Investigation. During preliminary investigation, these parties as well as the

respondents to the criminal case are to submit to the public prosecutor their respective

evidence to establish or negate the existence of probable cause. The Supreme Court in

Ang-Abaya v. Ang, defined probable cause as: “…such facts as are sufficient to engender

a well-founded belief that a crime has been committed and the respondent is probably

guilty thereof. It is such a state of facts in mind of the prosecutor as would lead a person

of ordinary caution and prudence to believe or entertain an honest or strong suspicion that

a thing is so. The term does not mean ʻactive or positive cause;ʼ nor does it import

absolute certainty. It is merely based on opinion and reasonable belief…”

It is in the preliminary investigation where the public prosecutor will at first-hand

see and scrutinize the evidence presented by all parties concerned. These pieces of

evidence may be Object Evidence, Documentary Evidence or Testimonial Evidence. All

these are taken into consideration to see whether there is probable cause to indict the

accused and file information in court for the conduct of a full-blown trial.

In cases where the accused was arrested without a warrant of arrest, the public

prosecutor shall conduct an inquest rather than a preliminary investigation to determine

whether to file the case in court. For this purpose, the inquest officer shall receive

evidence.
 Lastly, in cases when no preliminary investigation is required due to the penalty

imposable for the crime charged or the location, the private offended party shall file a

complaint before the first level court attaching the evidence necessary to support the

charge. When probable cause exists, it is the duty of the public prosecutor to file the

necessary information in Court and prosecute the case. Subsequently, the authority to

determine how the case shall be prosecuted rests solely on the discretion of the public

prosecutor who has the sole control of the case. The public prosecutor can dictate what

evidence to present and when to present them. However, when an information is filed in

court the dismissal or conviction of the criminal case does not depend on the public

prosecutor, but now, it rests solely on the wise disposition of the court.

In the same study, Gaña,Jr. (n.d.) cited a special case. According to him, In

certain specialized cases, when public policy dictates, some level of coordination

between law enforcement agencies and the National Prosecution Service are mandated.

These levels of coordination vary on the level of depth and participation of the National

Prosecution Service in building a criminal case. In prosecution of drugs cases under

Republic Act No. 9165 or the Comprehensive Dangerous Drug Act of 2002, the National

Prosecution Service is directed to be in the front lines particularly present during the

inventory of the confiscated dangerous drug. Further, the law mandates that all provincial

or city prosecutors or their assistants or state prosecutors to prepare the appropriate

petition in all proceedings arising from the law. In dealing with children in conflict with

the law, Republic Act No.9344 or the Juvenile Justice and Welfare Act of 2006 requires

public prosecutors to have specialized training to deal with minors. Further, the public

prosecutor is tasked to coordinate with the barangay and the local social worker before

proceeding with the prosecution of the case. Lastly, in combating the new crimes

committed in the cyber world, Republic Act No.10125or the Cybercrime Prevention Act
of 2012 mandates close coordination between the Philippine National Police and the

National Bureau of Investigation, on one hand and the Department of Justice on the other,

especially in the areas of pre-operation, post operation and investigation reports. In all

these specialized instances, the National Prosecution Service has an active role in case

build up and evidence gathering and evaluation.

Hence, the problems can be drawn from the specialized cases above. It can be

observed from the procedure above that the public prosecutor merely relies on the

evidence presented by the private offended party and the peace officers to determine the

existence of probable cause. The pieces of evidence presented to them are the same

evidence that they will use to prosecute the accused during the trial. This becomes

problematic considering the different variables that must be considered. To begin with,

the probable cause standard coupled with the fact that the public prosecutor merely

receives evidence from different parties lead to congested criminal dockets of the courts

and overworked prosecutors. For a case to be filed in court, there must be probable cause

to indict. This quantum of evidence, while it requires more than bare suspicion, 19 is

definitelyl ess than what is required for conviction ― proof beyond reasonable doubt.

Proof beyond reasonable doubt is that quantum of proof sufficient to produce a moral

certainty that would convince and satisfy the conscience of those who act in judgment.

What this means is that public prosecutors may have enough evidence to establish

probable cause but the same evidence is insufficient to establish proof beyond reasonable

doubt. Since the prosecutor is duty bound to file an Information in court once probable

cause is established, he has to prosecute the case despite the fact that the same evidence is

insufficient to convict. The reason behind this possibility is the great disparity of the

quantum of evidence required; probable cause is one of the lowest in the hierarchy of

evidential values in the Philippine law of evidence while proof beyond reasonable doubt
is the highest. Coupled with this discrepancy on the quantum of evidence required for

conviction and the evidence available during preliminary investigation, the issue of

coordination also bothers several stakeholders. The public prosecutors are generally not

involved in the case build up. For some, this means that several accused will be acquitted

because of certain technicalities which include violation of the constitutional rights of the

accused, failure to follow legal procedures and improper evidence gathering and

preservation. The active participation of the public prosecutors could have prevented

these scenarios and strengthen the cases to be brought in court. Further, the active

coordination would ensure that only cases backed up with sufficient evidence to convict

are filed in court. Indiscriminate filing of criminal cases in court; cases that cannot be

proved in court and evidence at hand that cannot produce a conviction is the direct result

of these two concerns. This indiscriminate filing of criminal cases would lead to

congestion of courts and a low conviction rate for the National Prosecution Service. A

review of the conviction rate in criminal cases supports this conclusion. In drugs cases,

where coordination between law enforcement agencies and the National Prosecution

Service is mandated, the conviction rate is a bothersome 7%. This means that for every

one hundred (100) drug-related cases filed in court, only seven (7) cases will be proven

and the accused will be convicted. The low conviction rate was the effect of poor case

build up and poor coordination between the law enforcement agencies and the public

prosecutors. This surely is a big blow to the anti-illegal drugs efforts of the government.

In general, the conviction rates are also not promising. In 2002, the average conviction

rate was 17% to 20%. In 2011, the conviction rate further decreased to a measly rate of

14%. Surely, something is wrong on how criminal cases are prosecuted. Also, since

evidence presented during the trial were sourced either by the private offended party or

the police, the public prosecutor has to turn to them again to fill in the gaps in the
evidence in order to get a conviction. This would lead the public prosecutors to ask for

postponement of hearing dates in order to scramble for additional evidence. If and when

the public prosecutor fails to find and secure his evidence, the case will be dismissed. But

the unnecessary incarceration of the accused has been done. Further, as courts become

beleaguered by cases that should not have reached the courts, these cases eat up a lot of

the courtʼs time thereby prolonging the trial of all cases. This causes the unnecessary

prolonged detention of prisoners. Lastly, certain institutional problems also contribute to

the delay in the prosecution of cases. The lack of public prosecutors continuously hounds

the service and is usually pointed out as one of the reasons why there is delay in resolving

criminal cases. The absences of witnesses vital for the successful prosecution of the case

and prolonged trial system are loops the public prosecutors have to handle. “With all

these problems, where do reform initiatives start?”, asked Gaña,Jr. in his paper.

Criminal Investigative Failures

Another relevant study entitled “Case Deconstruction of Criminal Investigative

Failures Final Summary Overview” by Rossmo and Pollock (2016) attempted to

deconstruct the systemic nature of criminal investigative failures – defined here as

unsolved crimes that should have been solved or crimes that were incorrectly “solved”

(i.e., wrongful convictions). These outcomes are two sides of the same coin. Such failures

are sentinel events that signal underlying structural problems within a weak system

environment (Doyle, 2010). Similar to transportation or medical accidents, they are often

the result of multiple and co-occurring causes. However, unlike the response to an

airplane crash, the criminal justice system typically makes little effort to understand what

went wrong. Such failures tend to be ignored and systemic reviews are rare. As a

consequence, important necessary procedural changes and policy improvements may not

occur. The purpose of this project was to develop a more comprehensive understanding
of how – as opposed to why – such failures occur. A number of wrongful convictions and

other types of criminal investigative failure were deconstructed in an effort to identify the

major causal factors, their characteristics and interrelationships, and the systemic nature

of the overall failure.

Rossmo and Pollock ( 2016) study approach followed the root cause analysis

(RCA) methods outlined in the safety literature. However, RCA usually assumes a single

failure cause and adopts a reductionist view which leads to a linear analysis (Peerally,

Carr, Waring, & Dixon-Woods, 2017). This approach is useful for straightforward cause-

and-effect relationships, such as machine operations where defects are observable,

measurable, and objective; however, social and behavioral influences are not mechanical

processes, and RCA is less suitable in human-centered work environments (Pupulidy,

2017). Certain causal factors were identified as proximate in their study, but this did not

mean they were a root cause or even that they were the most important variable.

Proximity was only a measure of temporal causal order. Because of its direct impact on

the failure, a proximate cause might be regarded as an essential step, but not as a factor of

origin. In this sense, there may not always be a “causal bottom line;” as experimentation

is infeasible, it is difficult to identify the specific major factors but for which the outcome

would not have occurred.

While the researchers used the term “causal factor” in their study, it would have

been more precise to refer to “contributing” factor, as any particular factor may or may

not have been necessary or sufficient to cause the failure in a given case. Moreover, their

role in a future investigation is probabilistic, not deterministic, conditional on other

influences and circumstances. Gould et al. (2014) caution that much wrongful conviction

research has been done by law scholars and journalists using a legal cause-and-effect

model, so it can be misleading to think of the related factors identified in this literature as
“causing” wrongful convictions. It is perhaps best to think in terms of mapping a fuzzy

network of influences rather than one of inevitable causes (Pupulidy & Vesel, 2017).

Here the researchers further discussed the causal factors starting with

a) Personal

Personal factors were the most frequent cause of criminal investigative failures,

particularly wrongful convictions. They comprised 61% of all causes and dominated

all three metrics of causal importance – frequency, proximity, and connectedness.

They were also key factors in both causal clusters and evidence failures. Specifically,

the study showed premature judgment often led to tunnel vision and confirmation

bias. Confirmation bias then produced problems of poor thinking, illogic, witness

reliability misjudgment, and flawed evidence assessments.

A number of scholars have commented on the major role tunnel vision and

confirmation bias play in wrongful convictions (Cory, 2001; Findley & Scott, 2006;

Martin, 2002; O’Brien, 2009; Rossmo, 2009). Tunnel vision creates an overly narrow

focus on a particular investigative theory and leads to the unconscious filtering of

information (MacFarlane, 2010). However, the concept of tunnel vision has not been

defined in a manner that allows it to be meaningfully researched (Snook & Cullen,

2009). It is often used as a vague umbrella term for certain cognitive biases,

including confirmation bias (which is operationally defined and thus easier to

identify and study). References to tunnel vision are more common in legal writings,

where the term is employed as a metaphor for the reluctance to consider alternatives,

than in the psychological literature.

Confirmation bias is a type of selective thinking (Oswald & Grosjean, 2004).

Once a hypothesis has been formed, our inclination is to confirm rather than refute;

we tend to look for supporting information, interpret ambiguous information as

consistent with our hypothesis, and minimize any inconsistent evidence. Types of

confirmation bias include: (1) the biased search for evidence; (2) the biased

interpretation of information; and (3) biased memory (selective recall).

Confirmation bias can cause a detective, prosecutor, or forensic scientist to focus

on evidence confirming the investigative theory, while ignoring or refusing to look

for contradicting evidence. Existing evidence is interpreted in a biased manner;

evidence that supports the investigative theory is taken at face value, while

contradicting evidence is skeptically scrutinized. Other manifestations of

confirmation bias include the failure to search for evidence that might prove a

suspect’s alibi, not utilizing such evidence if found, and refusing to consider

alternative hypotheses. It often leads to logic failures, which are closely tied to

probability errors (e.g., believing something is likely when it is not, or vice versa.

b. Organizational

The most common organizational problem was lack of proper supervision and

management. This void enabled a number of errors, including confirmation bias and

incompetent investigations. In certain cases, police management ignored (and

perhaps unofficially encouraged) misfeasance and noble cause corruption.

Interagency conflict, most notably between police departments and the district

attorney’s office, played a role in a number of failures, particularly those involving

high-profile crimes with much media attention. Linkage blindness was an issue for

serial offenses, as the failure to connect the offender’s crimes prevented the

development of a complete picture of the series and undermined potential alibis of

innocent suspects.

c. Situational
 A high-profile crime followed by excessive media attention was the most

common situational factor in the study. Problematic witnesses or informants who lied

to investigators for their own purposes were another frequent cause. It was

sometimes difficult to distinguish instances of legitimate deception from those of

police gullibility, however. Police officers have a responsibility to careful evaluate

evidence reliability, including statements of witnesses. If a detective uncritically

accepted the notoriously unreliable claims of a jailhouse informant (from

confirmation bias or perhaps through misfeasance), we coded the action as personal

rather than situational.

While the role of situational factors is important for understanding what went

wrong in an investigation, they are not excuses for investigative deficiencies.

Therefore, the researchers further recommended that the sentinel events (SE)

initiative can make a valuable contribution to the prevention of criminal justice

failures. By unravelling the subtle psychological, sociological, and organizational

influences that enable failures, the model provides an approach for analyzing

systemic causation. The SE approach assumes errors are the product of multiple

factors, both organizational and individual, none of which are necessarily sufficient

on their own (U.S. Department of Justice, 2014). The real value of the SE approach

is its ability to learn from the analysis of a particular failure and apply those lessons

to future situations in order to reduce risk.

However, there are some intrinsic differences between criminal justice failures

and transportation accidents that limit the generalizability of single-incident reviews.

Mechanical breakdowns and machine operation usually involve deterministic

relationships; wrongful convictions, on the other hand, are more likely the product of

numerous causal factors functioning within networks of probabilistic interactions.

There is rarely a root cause, as such, because there is no single origin and only

uncertain processes. The factors to blame in a given case may not produce a future

failure. Conversely, there is no guarantee that behavior tolerable in one police

investigation will not lead to a failure in the future. As we rarely study non-failures,

we have little idea how often identical fact patterns do or do not result in problematic

outcomes.

The primary importance of this study was in its analysis of systemic patterns of

criminal investigative failures – the identification of the most rampant causal factors

and the relationships between them – for a large number of different cases. This

information allows us to generally outline dangerous scenarios and problematic

police behaviors.

Five main recommendations arise from this research:

a. Systemic Awareness

Identifying the various causes and systemic nature underlying most

criminal investigative failures is the first step to understanding and preventing

them. The cases examined here involved multiple causal factors (from 5 to

12); the majority were personal in nature, though organizational and

situational factors also played roles. “A wrongful conviction is an

organizational accident. Many small failures, no one of them independently

sufficient to cause the event, combine and cascade, and only then produce a

tragedy” (Doyle, 2017). The systemic nature of these failures suggests their

incidence may be decreased by targeting the most virulent causes or causal

clusters. Addressing only one problem, if seen in insolation, may not be

sufficient to prevent a failure.

b. Cognitive De-biasing
 Flawed decision-making and poor thinking were behind most of the failed

investigations we studied. Intuition, rush to judgment, tunnel vision, and

groupthink all pose risks to objective and accurate evidence evaluation and

analysis; probability errors and faulty logic led detectives to defective

conclusions. Confirmation bias was the most frequent problem in wrongful

convictions.

Cognitive biases operate at a below-conscious level; because they are

implicit, are difficult to control. They function independently of one’s

intelligence, and awareness of their dangers makes them no easier to avoid

(Heuer, 1999). However, research has shown that specialized training can help

mitigate their influence (Morewedge, Yoon, Scopelliti, Symborski, Korris, &

Kassam, 2015). The development and testing of de-biasing training should be

an important focus of future efforts to improve criminal investigations and

reduce the frequency of wrongful convictions. Independent reviews may be

the best method to effectively deal with cognitive biases as rethinking a case

is difficult for detectives with prior involvement in the investigation (Rossmo,

2016). External peer reviewers, for a variety of psychological and

organizational reasons, are more apt to notice mistakes and omissions – and

much more likely to point them out. In England, after a certain time, an

unsolved murder is reviewed by a senior investigating officer with no

involvement in the case; in high profile or complex cases, the officer is drawn

from another police force (ACPO, 2006).

c. Organizational Monitoring

Ineffective supervision and disengaged management were identified as

enabling factors in several of the failures in this study. A police agency should
have the necessary procedures and regulations in place to make sure basic

investigative steps regarding evidence are followed. Supervisors can control

risky investigative practices and monitor illogical investigative conclusions,

while managers can prevent the development of noble cause corruption.

Police leaders should establish professional and independent relationships

with district attorney’s offices. Cognitive biases, the most frequent cause of

failure in our study, are exceptionally difficult to control; however,

investigation supervisors are in a position to independently review cases,

while police managers can establish operational procedures for internal devil’s

advocates and external reviews (Rossmo, 2009). The organization provides

the best means for controlling personal error. d. d. Evidence Collection,

Evaluation, and Analysis Procedures

Wrongful convictions and other types of criminal investigative failure can

be reduced by implementing proper procedures for evidence collection,

evaluation, and analysis. A high proportion (88%) of the cases in our study

suffered from multiple evidence failure types, the most frequent being biased

evidence evaluation (such as not assessing the reliability of a witness).

The major problems underlying evidence failings were a rush to judgment

and cognitive bias. Prematurely shifting from an evidence-based investigation

to a suspect-based investigation can shut down evidence collection efforts.

Confirmation bias distorts the evaluation of evidence reliability, alters

probability assessments, and confuses logical evidence analysis. Awareness

training and appropriate operational procedures can help mitigate these

problems. Effective supervision and engaged management can also play an

 important role in making sure detectives properly manage and understand the

evidence in a criminal investigation.

d. Risk Recipes

The systemic causes identified in this study provide a basis for developing

“risk recipes” – causal profiles or typologies that can be used to assess the

threat of a criminal investigative failure or as a triage system for prioritizing

the investigation of innocence claims (see Julian & Kelty, 2015). While most

factors are not categorical indicators, their existence should be treated as a

warning; the more causes present, the greater the risk, particularly if they form

a cluster pattern (see Figure 5). Any evidence malfunctions, such as careless

reliability assessments, are highly problematic. Risky investigations should be

responded to with diligence by detectives, engagement by supervisors, and

monitoring by police management. They should also be carefully and timely

reviewed by prosecutor’s offices.

However, the researchers said as regards their study’s limitation that people and

organizations are not mechanical systems and efforts to deconstruct their failures are

destined to be somewhat subjective (Pupulidy, 2017); however, every case in this study

was reviewed by two researchers, at least one of whom had investigative experience, to

increase reliability. We were limited by the availability of information and case

documentation, and could only identify the most important known causes. Certain factors

may have been missed, while others were likely undercounted (e.g., intuition, detective

ego, groupthink, probability errors).

Hence, the researchers concluded that criminal investigative failures can have

serious and far-reaching consequences for both individuals and their communities.

Unsolved crimes allow criminals to avoid justice and erode the public’s faith in their
police departments. Wrongful convictions result in the punishment of an innocent person

and the escape of the real offender. These failures undermine the deterrence of the law

and may bring the entire criminal justice system into disrepute.

The media portrayal of some investigative failures has been oversimplified,

leading to an incomplete understanding of how things go wrong and to a loss of subtlety

in prevention efforts. Most mistakes have a systemic and multi-factored causal nature. A

few causes are situational and beyond the control of the criminal justice system. Others

are organizational and amenable to effective supervision and engaged management.

However, the most common causal factors are personal in type, and arguably within the

control of the individual detective.

Criminal justice failures are challenging, all the more so if they are embedded in

a political context. Innovative and effective methodologies are necessary for both

problem analysis and solution generation. Detectives must minimize the risk of error by

accurately assessing evidence reliability and avoiding premature shifts to suspect-based

investigations. Resolving issues of cognitive bias and logic/analytic mistakes is equally

important. While debiasing training, engaged supervision, and external reviews can help,

more research is needed to establish realistic and sustainable means of optimizing

investigative thinking and reducing the incidence of failure.

 Chapter 3

RESEARCH METHODOLOGY

This chapter presents and describes the method used, research environment,

research respondents, sampling procedures, research instrument, validation of the

instrument, scoring and data gathering procedure and statistical treatment in the study.

The purpose of this chapter is to discuss the research strategy and introduce the research

instruments being developed and utilized in the pursuit of the goals.

Method Used

Descriptive method of research was used by the researchers with the aid of a

semi-structured questionnaire as a tool in gathering the data needed for the completion of

this study. This method is the most appropriate method for this study, as it best asserts
that the descriptive research goes beyond mere interpretation and meaning of what is

being described (Burns and Grove, 2008).

Research Environment

This study was conducted in the city of Dapitan, province of Zamboanga del

Norte by considering all the establishments both private and public in the city.

Respondents of the Study

The respondents of this study are randomly selected police officers in Dapitan

City Police Station for Fiscal Year 2019-2020. The Chief of Police in the said station may

be considered for the study. The percentage of the sample population is discretionally

decided for reliability purposes.

Sampling Procedure

The researchers used simple random sampling in selecting the respondents of the

study. Simple random sampling is the basic sampling technique where the researchers

selected a group of subjects (a sample) for study from a larger group (a population). Each

individual was chosen entirely by chance and each member of the population had an

equal chance of being included in the sample. Every possible sample of a given size had

the same chance of selection.

Research Instrument

The researchers used semi-structured questionnaire from the instrument

developed from the study of Thengponsthorn (2016). This questionnaire was distributed

to the respondents for the purpose of having the needed data. The questionnaire has three

parts. The first part deals with the profile of the respondents . The second part deals with
the independent variables – motivators and hygiene factors. The third part deals with

dependent variables – effectivity of criminal investigators.

Validation of the Questionnaire

The researchers present the questionnaire to the adviser and other experts for

revision and corrections to ensure a precise collection of data making the paper well-

proofed and relevant to the present study.

Scoring Procedure

To arrive at a qualitative description of the responses the researchers establish a

scale-formed questionnaire which will be ticked from 5-1, 5 being the highest and 1

being the lowest to answer the questions.

In order to make a qualitative interpretation of the result the researchers used the

following scoring and descriptive equivalents:

Table 1. Scoring Procedure for Independent Variable

Scale Descriptive Description

Rating
4.21-5.00 Excellent Under this rating the respondent is feels beyond
satisfaction to the factor presented.
3.41-4.20 Very Under this rating the respondent is achieving a high level
Satisfactory of satisfaction to the factor presented.
2.61-3.40 Satisfactory Under this rating the respondent is achieving a moderate
level of satisfaction to the factor presented
1.81-2.60 Less Under this rating the respondent is achieving a lesser level of
Satisfactory satisfaction to the factor presented
1.00-1.80 Not Under this rating the respondent is not achieving satisfaction.
Satisfactory
Table 2. Scoring Procedure for Dependent Variable

Scale Descriptive Description

Rating
4.21-5.00 Very Effective Under this rating the respondent is achieving maximum
productivity with minimum wasted effort.
3.41-4.20 Effective Under this rating the respondent is achieving a high level
of productivity with minimum wasted effort.
2.61-3.40 Moderately Under this rating the respondent is achieving a moderate
Effective level of productivity with minimum wasted effort.
1.81-2.60 Less Effective Under this rating the respondent is achieving a lesser level of
productivity with minimum wasted effort.
1.00-1.80 Not Effective Under this rating the respondent is achieving minimum
productivity with maximum wasted effort.

Data Gathering Procedure

The researchers will sent the letter of permission to conduct the study to the Dean

of the College of Criminal Justice Education. After the approval, letters will the be

personally delivered to various police to seek permission for the distribution of the

questionnaire of the study. After the letters were delivered to the different police, the

researchers waited for the response of the respondents. Upon its approval, the researchers

personally administered the instrument to the respondents. Upon retrieval, they reviewed

the questionnaire whether all questions were answered. The answers were then tabulated

on a tally sheet. A hired statistician assisted them in analyzing and interpreting the data

gathered using the appropriate statistical tool.

Statistical Treatment
Data gathering through the research instrument were carefully tabulated,

classified, analyzed and interpreted using appropriate description and inferential

statistical tools.
 Percentage and frequency distribution was utilized to answer question number

1, 2 and 3.

(P)% = F x 100
N
Where:
F= frequency
N= total number of the respondents
P= percentage

Weighted mean was used to measure the level of satisfaction to the factors
presented.
Pearson Correlation using Microsoft Excel was employed to test the significant
relationship between the factors and the sales.
 23
Chapter 4
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

This chapter presents the data in tables with analysis and interpretation. The

arrangement of the tables is reflected in a way that it answers the problems earlier stated

in Chapter 1.

This study aims to investigate the relationship between motivators and hygiene

factors and the effectiveness of criminal investigators in Dapitan City for the academic

year 2019-2020.

Table 3 Age

RANGE FREQUENCY PERCENTAGE

51-60 1 10%
41-50 1 10%
31 -40 5 50%
30 and below 3 30%
Total 10 100%

Table 3 shows that the highest frequency of the respondents are in the age bracket

of 31 to 40 years (50%), followed by30 years old and below (30%), followed by both 51-

60 years old and 41-40 years old (10%). The present data shows that criminal

investigators aging 31 years to 40 constitutes the vast majority of the respondents. This is

precisely they are more matured and are more experienced employees. The youngest

group is next in line as lesser employers prefer to hire young professional aging 21 to 25

years. The data stresses that an employee’s productivity systematically varies over his or

her operating life, for reasons such as the accumulation of experience over time,

depreciation of expertise, and age-related trends in physical and intellectual

competencies. A greater mature labor pressure may have higher common degrees of work
 revel in, with potentially tremendous consequences on productivity (Disney, 1996) as

stated in Aiyar et.al (2016).

Table 4 Sex

Sex RESPONSE PERCENTAGE

Male 8 80%
Female 2 20%
Total 10 100%

Table 4 shows that the highest frequency of the respondents are in the male group

(80%), followed by male group (20%). The police profession has been dominated by

males. The present study confirms this argument.

Table 5 Civil Status

Civil Status RESPONSE PERCENTAGE

Single 4 40%
Married 6 60%
Widowed 0 0%
Total 10 100%

Table 5 shows that the highest frequency of the respondents are in the married

group (60%), followed by single (40%), followed by widowed (0%). Civil status among

employees is quite an issue in employment as more employers tend to hire bachelors.

This is because marriage has tremendous complications that affect employees’

performance. As mentioned in the study of Hazim et. al, (2013) as mentioned Nadler et.al

(2014), regardless of legal state guidelines making it illegal to discriminate employees

based on their marital status, civil reputation continues to be inquired about on utility

blanks and in activity interviews, even in jurisdictions wherein civil status discrimination

is illegitimate.
Table 6 Tenure
Tenure FREQUENCY PERCENTAGE
30 years or more 1 10%
20 to 29 years 3 30%
11 to 19 years 4 40%
10 years and below 2 20%
Total 10 100%

Table 6 shows that the highest frequency of the respondents are in the 11-19 years

bracket (40%), followed by 20-29 (30%), 10 years old and below (20%), followed by 30

years old or more (10%). The present data suggests that less experienced personnel is

dominating employment among investigators. The present data implies that length of

service among police personnel is concentrated in less experienced employees.

Table 7 Level of Satisfaction among Criminal Investigators in Dapitan City -

Motivators
Computer Skills Average Weighted Mean Description

Achievement Very Satisfactory

4.00
Recognition Very Satisfactory
4.00
Work Very Satisfactory
4.10
Promotion Very Satisfactory
4.00
Growth Very Satisfactory
4.10
Grand Mean 4.04 Very Satisfactory

Table 7 shows a Grand Mean of 4.0 which translates that police investigators are

very satisfied in the motivators. This means that they are ok with their achievements,
recognitions, and growth. They are also very satisfied with the promotion given by their

superior.

Table 8 Level of Satisfaction among Criminal Investigators in Dapitan City –

Hygiene Factors
Computer Skills Average Weighted Mean Description

Organizational policy Very Satisfactory

4.00
Supervision Very Satisfactory
4.00
Work Condition Very Satisfactory
4.00
Salary Very Satisfactory
4.10
Security Less Satisfactory
2.50
Relationship with Boss Very Satisfactory
4.00
Relationship with Peers Very Satisfactory
4.10
Grand Mean 3.81 VerySatisfactory

Table 8 shows a Grand Mean of 3.81 which translates that police investigators are

very satisfied in the hygiene factors. This means that they are ok with their organization

policies, the supervision, work condition, salary, relationship with boss and relationship

with peers. However the same data shows that they are less satisfied with security.

Table 9 Level of Effectivity among Criminal Investigators in Dapitan City

Computer Skills Average Weighted Mean Description

Responsibility Effective
3.80
Quality of Work Moderately Effective
3.00
Knowledge and Critical Very Effective
Thinking 4.30
Willingness Moderately Effective
3.50
 Punctuality Effective
4.00
Compliance Effective
3.80
Ability to Manage Moderately Effective
3.00
Initiative Very Effective
4.30
Cooperation Moderately Effective
3.50
Resource Use Effective
4.00
Effective
Grand Mean 3.81

Table 9 shows a Grand Mean of 3.81 which translates that police investigators are

effective overall in terms of the factors presented. Data also shows that they are very

effective in knowledge, critical thinking and initiative. They are moderately effective in

cooperation, ability to manage, willingness and quality of work. They are effective in

their responsibility, punctuality, compliance and resource use.

Table 10 Test of Significant Relationship between the Factors and Effectiveness at

5% Significance Level

Variables Mean Pearson r- P-value Decision

value
Factors: 4.04 0.320256308 0.00 Reject H0
Motivators
Hygiene
Factors
Effectiveness 3.72
The table shows a mean of 4.04 for the motivators and 3.72 for the effectiveness of Police

Criminal Investigators in Dapitan City. The pearson-correlation r value 0.320256308

shows a low relationship between factors. The p-value is less than the significance level,

therefore there is enough reason the null hypothesis. Finally, a low relationship between

factors appeared but is not significant.

Chapter 5

SUMMARY, FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

This chapter presents the summary, findings, conclusions and recommendations

of the study “Factors Affecting Effectiveness of Criminal Investigators in Dapitan City”.

Together with the presentation of this major investigation, further information is

presented by the researchers through recommendations related to the result of this study.
Summary

Descriptive method of research was used by the researchers with the aid of a

validated questionnaire as a tool in gathering the data needed for the completion of this

study. The study aims to investigate the relationship between motivators and hygiene

factors and the effectiveness of criminal investigators in Dapitan City. Specifically, it

sought to answer the following question.

1. What is the profile of criminal investigators in Dapitan City as to:

1.1 Name

1.2 Age

1.3 Sex

1.4 Civil Status

1.5 Length of Service

2. How satisfied are the police criminal investigators in Dapitan City

with motivators associated with:

2.1 Achievement

2.2 Recognition

2.3 Work

2.4 Promotion

2.5 Growth

3. How satisfied are the police criminal investigators in Dapitan City with hygiene

factors associated with:

3.1 Organizational Policy

3.2 Supervision

3.3 Work Condition

 3.4 Salary

3.5 Security

3.6 Relationship to Boss

3.7 Relationship to Peers

4. Is their a significant relationship between factors and the effectivity of criminal

investigators in Dapitan City?

Findings
1. The police criminal investigators are dominated by personnel aging 40 years

below.

2. It is dominated by males.

3. Majority of them are married.

4. Employed investigators are mostly tenured for 11 to 19 years.

5. The level of satisfaction among respondents are very satisfactory in terms of

motivators – achievement, recognition, work, promotion and growth.

6. The level of satisfaction among respondents are very satisfactory in terms of

hygiene factors – organizational policy, supervision, work condition, salary,

security, relationship with boss, and relationship with peers.

7. The level of satisfaction among respondents are very satisfactory in terms of

security is less satisfactory.

8. Overall, respondents are effective in solving crimes.

9. There is a significant relationship between the factors – motivators and hygiene

factors and the effectiveness of Police Investigators in Dapitan City.

Conclusion
 Based on its findings, the researchers conclude that a low positive relationship

exist between the factors – motivators and hygiene factors and the effectiveness. The

more satisfactory motivators and hygiene factors are, the more they are effective in

solving crimes. The high satisfactory rate of factors presented means that the both the

personnel and government is doing well in terms of employee-employer relationships.

The system of criminal investigation, according to the findings of this research is

effective in solving crimes.The present study runs in contrary to the findings of Herzberg

(1993) which states that in order to remove dissatisfaction in a work environment, these

hygiene factors must be eliminated. In order to effective criminal investigators these

factors must further be developed.

As Herman Goldstein (1977) suggests in his classic work Policing a Free

Society: It borders on heresay to point out that, in fact, much of what detectives do

consists of very routine and rather elementary chores, including much paper processing;

that a good deal of their work is not only not exciting, it is downright boring; that the

situations they confront are often less challenging and less demanding than those handled

by patrolling police officers; that it is arguable whether special skills and knowledge are

required for detective work; that a considerable amount of detective work is actually

taken on a hit-or-miss basis; and that the capacity of detectives to solve crimes is greatly

exaggerated.

Interpretation of the findings must be qualified by a number of points as there are

significant limitations to this study besides the inability to make statistical inferences.

Firstly, respondents included in the survey were randomly selected. The study might have

inherent sample biases as the respondents were chosen entirely by chance. In addition,

results could be biased as the analysis is based on the responses received. Secondly, the
 factors presented are limited to motivators and hygiene factors, there might be some other

important factors not mentioned in the present study. Finally, there has, moreover, been

no practical safeguard to protect against intentional or unintentional bragging by

respondents or against reporting intentions as accomplishments. This could also have

impaired the reliability of the results. The researchers unfortunately, conclude

emphatically as one of the most obvious limitations of simple random sampling method

is its need of a complete list of all the members of the population. The researchers failed

to exact to number of the entire population.

Recommendations

Based on the findings and conclusions the researchers posits the following

recommendations:

1. It’s vital that within the supervisory and management hierarchy of any police

organization, those placed in leadership positions must be carefully chosen. Not only

must they possess the law enforcement expertise, experience, and skills to work in the

trenches, but they must have the aptitude to deal with diverse and highly competitive

personalities of those under them.

2. They need to be afforded opportunities for continuing education in areas of both

organizational need and interest to them individually, and they must be allowed the time

and opportunity to take advantage of them.

3. The PNP should improve organizational policy, supervision, work condition,

salary, and security not only among criminal investigators but the entire police force as

well.

4. Criminal investagators must invest in further trainings both academic and actual

courses to improve skills, achievement and growth.

REFERENCES

1. https://www.police1.com/leadership/articles/4-ways-leaders-can-and-should-motivate-

their-officers-nw89YEapgJCQOF7y/
2.

ttps://www.researchgate.net/publication/258129365_Looking_Up_Explaining_Police_Pr

omotional_Aspirations

3. http://criminal-justice.iresearchnet.com/system/police-supervision/
 Approval Letter

Republic of the Philippines

JOSE RIZAL MEMORIAL STATE UNIVERSITY
The Premier University in Zamboanga Del Norte
Main Campus, Dapitan City

April 19, 2018

PANEL MEMBERS
College of Criminal Justice Education
JRMSU, Main Campus
Dapitan City

Sir/Madam:

The undersigned are currently conducting a study on "FACTORS AFFECTING EFFECTIVENESS OF

CRIMINAL INVESTIGATORS IN DAPITAN CUTY” in partial fulfilment of the requirements for the degree of
Bachelor of Science in Hotel and Criminology.

With this, we would like to submit to you the research questionnaire of this study: validated questionnaire for your
approval. This questionnaire will be distributed to police criminal investigators in Dapitan City.

Your positive response anent this request is highly appreciated.

Thank you very much.

Respectfully yours,

(SGD)

Researchers

Noted:
(SGD)

Adviser

Approved/Disapproved:
(SGD)
Panel Member
(SGD)

Panel Member
(SGD)

Chairperson
 Republic of the Philippines
JOSE RIZAL MEMORIAL STATE UNIVERSITY
The Premier University in Zamboanga Del Norte
Main Campus, Dapitan City

April 19, 2018

DR.
Dean, College of Criminal Justice Education
JRMSU, Main Campus
Dapitan City

Sir:

Greetings of peace!

The undersigned are presently conducting a study entitled “FACTORS AFFECTING

EFFECTIVENESS OF CRIMINAL INVESTIGATORS IN DAPITAN CITY” in partial fulfillment of
the degree Bachelor of Science in Hotel and Restaurant Management.

In this regard, may we request your good office to allow us to distribute copies of our questionnaires to our
respondents in order to gather data for our study.

Your approval of this request is highly appreciated.

Thank you and God bless.

Respectfully yours,

(SGD)

Researchers

Noted:

(SGD)

Adviser

(SGD)

Dean, College of Criminal Justice Education

 Republic of the Philippines
JOSE RIZAL MEMORIAL STATE UNIVERSITY
The Premier University in Zamboanga Del Norte
Main Campus, Dapitan City

QUESTIONNAIRE

“Factor’s Affecting Effectiveness of Criminal

Investigators in Dapitan City

We are grateful for your participation and assistance in answering this

questionnaire. We would like to know something about your restaurant operations. Your
responses will be treated in strict confidence and sensitive data collected will not be
identified in any report or publication. Please respond to the statements as accurately
and honestly as possible.

PART I: PROFILE

Name(optional) :___________________________ Age: _______________

Sex: _______ Civil Status: ____________ Length of Service: ______

PART II: [INDEPENDENT VARIABLES]

Rate yourself on the following factors listed in the table below by putting a tick (√) on
the boxes that corresponds to the appropriate spot.

5 – Excellent
4 – Very Satisfactory
3 – Satisfactory
2 – Less Satisfactory
1 – Not Satisfactory
 Motivators
1 2 3 4 5
Achievement
Recognition
Work

Promotion

Growth

Hygiene Factors

Organizational policy
Supervision
Work Condition
Salary
Security
Relationship with Boss

Relationship with Peers

PART III: [DEPENDENT VARIABLES]

Rate yourself on the following factors listed in the table below by putting a tick (√) on
the boxes that corresponds to the appropriate spot.

5 – Very Effective
4 – Effective
3 – Moderately Effective
2 – Less Effective
1 – Not Effective

Effectiveness of Criminal Investigators

1 2 3 4 5
Responsibility
Quality of Work
Knowledge and Critical Thinking
Willingness
Punctuality
Compliance
Ability to Manage
Initiative
Cooperation
Resource Use
 CURRICULUM VITAE

JASPER OWEN ROSAL

Bachelor of Science in Criminology
Contact Number:
Email Address:

PERSONAL DATA
Age :
Sex :
Date of birth :
Place of Birth : Dapitan City
Civil Status : Single
Address :

FAMILY BACKGROUND
NAME OF THE PARENTS ADDRESS OCCUPATION

EDUCATIONAL ATTAINMENT:
LEVEL SCHOOL YEAR
Elementary: Elementary School 1998-2004
Secondary: High School 2004-2008
Tertiary: Jose Rizal Memorial State University 2010-present
 CURRICULUM VITAE

Bachelor of Science in Criminology

Contact Number:
Email Address:

PERSONAL DATA
Age :
Sex :
Date of birth :
Place of Birth :
Civil Status :
Address :

FAMILY BACKGROUND
NAME OF THE PARENTS ADDRESS OCCUPATION

EDUCATIONAL ATTAINMENT:
LEVEL SCHOOL YEAR
Elementary: Elementary School
Secondary: High School
Tertiary: Jose Rizal Memorial State University
 31

CURRICULUM VITAE
ARCHEL B. EHAN
Bachelor of Science in Criminology
Contact Number:
Email Address:

PERSONAL DATA
Age :
Sex : Female
Date of birth :
Place of Birth :
Civil Status : Single
Address : Bagting, Dapitan City

FAMILY BACKGROUND
NAME OF THE PARENTS ADDRESS OCCUPATION

EDUCATIONAL ATTAINMENT:
LEVEL SCHOOL YEAR
Elementary: Elementary School
Secondary: High School
Tertiary: Jose Rizal Memorial State University
32