Nearly half of police staff are suffering work-related stress they believe is caused by inadequate staff numbers, resources and increasing workloads.
The New Zealand Police Workplace Survey found 46% of staff do not believe the stress they are under at work is acceptable.
And some said the level of paperwork and desk-bound administration was hindering officers' crime prevention work.
The survey was commissioned to "provide an insight into the health" of sworn and non-sworn staff, and found police were significantly more stressed than others in the public sector.
Although it could be argued that the nature of police work was "inherently more stressful" than many state sector jobs, there was evidence of "organisational aspects within New Zealand police that may be impacting levels of work-related stress", the survey said.
Examples were given of "numerous" comments around inadequate staffing and resourcing and the increased workload caused by "excessive" paperwork.
The actual comments, that were removed in the copy of the survey released to The New Zealand Herald under the Official Information Act, told of how the shortfalls added to the stress of every-day work.
It was thought those elements were directly linked to police's low score, where only 48% thought the organisation cared about them, and 42% thought their bosses were interested in their views and opinions.
It also found 67.1% were ambivalent about their jobs, 16% were disengaged and 17% were engaged.
Police Association president Greg O'Connor said the groups that were most engaged was "where the real story is".
Counties Manukau, fresh from a boost of 300 new officers, was the district with the highest engagement.
Mr O'Connor said those groups were "on top" of their work because they had "enough people to get on top of it".
One group which had been disengaged was child abuse teams, but that had changed.
"Now when I go into their offices they are actually a heck of a lot happier but unfortunately it took a scandal and an inquiry for them to now start getting the resources they need."
But he was sympathetic to police management who were "pulled in every direction" by policy makers, media, and state services.
Police HR manager organisation development Alan Cassidy said the levels of engagement were similar to other state sector agencies, but accepted improvement was needed.
Managers were now discussing survey results with staff.
"The focus has been on identifying and addressing areas where practical steps can be taken within the next 12 to 18 months," Mr Cassidy said.
"Communication" and "recognition" of staff had been identified as national focus areas, with districts asked to improve communication, increase input and involvement of staff and recognise more the day-to-day achievements and efforts of staff.
