Criminal Justice Organizations: Administration and Management

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Criminal Justice Organizations Administration
and Management

• Chapter Five Motivation of Personnel

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Learning Objectives

• Understand a definition of motivation.
• Comprehend organizational theory and motivation
  from a historical perspective.
• Know the major theories of motivation.
• Explain some prescriptions for criminal justice
  management regarding motivation.
• Understand an integrated model of motivation.

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Motivation Defined

• Motivation can be understood from two
  perspectives
• Psychological
• Examine an individuals state of mind to
  understand his or her behavior.
• Individual value systems produce attitudes and
  motivation.
• Organizational
• Explore managerial behaviors that induce
  employees to behave in certain ways.
• Provide mechanisms that enable employees to be
  highly motivated.

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A Historical Perspective of Motivation

• Classical school (Taylor, Fayol, Follett)
• Motivation is primarily a managerial
  responsibility, i.e. to create clearly defined
  rules and supervision strategies.
• Employees were thought to be self-motivated if
  managers did their jobs.

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A Historical Perspective of Motivation

• Human relations school (Barnard, Drucker,
  Demming, Schein et. al.)
• Motivation is an interactive process between
  workers and supervisors.
• Motivation is influenced by how supervisors treat
  their employees.
• Manager/worker relationships are cultivated to
  achieve organizational goals.

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A Historical Perspective of Motivation

• Behavioral school
• Emphasizes the importance of manager and leader
  behavior and other administrative actions to
  employee motivation.
• Focusing on behaviors and proper interactions
  will produce more motivated employees.
• The study of organizational development
  originated from the human relations and
  behavioral schools of motivation.

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Motivation Theories

• Need Theory (Maslow, 1943)
• All people have needs which affect their
  behavioral patterns.
• Five basic needs
• Physiological
• Safety/security
• Belonging
• Esteem
• Self-actualization
• Humans are motivated (individually) by their most
  basic need.

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Motivation Theories

• Need Theory (Maslow, 1943)
• When lower level (primary) needs (physiological,
  safety/security) are met then they no longer
  become motivators.
• Then managers must focus on motivating employees
  through higher order needs like belonging, esteem
  and self-actualization.

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Motivation Theories
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Motivation Theories

• Theory X and Theory Y (McGregor)
• Two approaches based on assumptions about human
  behavior.
• Theory X
• Management organizes the elements of a productive
  enterprise.
• Management directs, motivates, controls and
  modifies the behavior of employees to fit
  organizational needs.
• Without managerial intervention people would
  ignore organizational needs.
• Theory Y
• Management organizes the elements of a productive
  enterprise.
• People are neither ignorant of nor or resistant
  to organizational needs.
• Motivation is present in all people.

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Motivation Theories

• Achievement-Power-Affiliation (McClelland)
• People with high achievement values
• Seek success through their own efforts,
• Do not attribute their success to other factors,
• Work on projects that are challenging but not
  impossible,
• Receive identifiable and recurring feedback about
  their work, and
• Avoid situations where their level or achievement
  is in question.
• Expectancy theory
• A rational approach to motivation
• If a certain amount of effort is put forth, a
  calculated outcome will result.
• Motivation is based on an expectation of success.

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Motivation Theories
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Motivation Theories
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Motivation Theories
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Motivation Theories

• Equity theory
• An individuals motivation is affected by his or
  her perception of fairness in the workplace.
• Individual motivation must be understood in
  relation to how other employees are treated by
  management and the organization.

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Motivation Theories

• Theory Z (Ouchi)
• Management is concerned with production. (Theory
  X)
• Management is concerned with the well-being of
  workers as productive employees. (Theory Y)
• The organization cannot be viewed independent of
  its environment (social, political, economic).
• The work setting must be understood in
  conjunction with other institutions in society,
  like family and school.

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Prescriptions for Criminal Justice

• Quality circle programs
• Interactions among employees should provide for
  the maximum growth of the individual.
• In doing so, the organization will become
  increasingly effective.
• Management by Objectives (MBO)
• Individual managers and employees identify goals
• Both work toward their completion
• Evaluation of progress within a specific time
  period.

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Prescriptions for Criminal Justice

• An Integrated Model of Motivation
• Emphasis on personal motives and values
• Use of incentives and rewards
• Reinforcement
• Sufficient personnel and material resources
• Interpersonal and group processes that support
  members goals.

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Prescriptions for Criminal Justice
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Chapter Summary

• Motivation is both a psychological construct as
  well as an organizational construct.
• The motivation process can be defined and must be
  understood as evolving over a long period of
  time.
• There are a number of theories of motivation.
• Need theory
• Theory X and Theory Y
• Achievement-power-affiliation theory
• Expectancy theory
• Equity theory
• Theory Z
• Each of these theories explain motivation within
  the criminal justice system.

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Chapter Summary

• The motivation of criminal justice employees
  requires recognition that employee needs,
  abilities, and opinions are critical.
• There have been to prescriptive models of
  motivation tested in criminal justice
  organizations
• Quality circles
• Management by objectives
• An integrated model of motivation that
  incorporates many different theories may be the
  most beneficial to criminal justice
  administrators.

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Thinking Point and Question

• Faced with severe fiscal problems the State
  Legislature has been forced to furlough (lay-off)
  ten percent of its work force.
• In addition to substantial security concerns, the
  Director of the State Department of Corrections
  must insure the remaining employees in her agency
  are sufficiently motivated.
• Using one of the motivation theories discussed in
  this chapter as a guide, describe how you would
  advise the Director to develop a comprehensive
  employee motivation program.