Section III
Managers and the
Skills of Others
Chapter 9
Motivation and Morale
© 2012 Delmar, Cengage Learning
Officer Retention, Motivation
and Morale
• Increased rates of staff turnover are becoming
critical.
• Retirement is the primary reason for the staffing
crisis.
• Other reasons:
– Poor pay and poor working conditions
– The weakened economy
– Sworn officers serving in wars overseas
© 2012 Delmar, Cengage Learning
Factors Influencing Retention
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The economy
Salary
Poor leadership
Lack of career growth
Dysfunctional organizational cultures
Generational differences
Inadequate training, recognition or equipment
© 2012 Delmar, Cengage Learning
Signs Employees May Be
Considering Leaving
• Employees express prolonged disappointment
about being passed over for transfer or promotion.
• A close friend goes to another job and is perceived
as having better opportunities.
• Employees review their personnel and training
records to update their resumes.
• Employees make inquiries of human resources
about early retirement or transfers of benefits.
© 2012 Delmar, Cengage Learning
Motivation Defined
• Person has an inner or outer drive to meet a need
or goal.
• Self-motivation is derived from within.
• Outer motivation is provided from external
sources.
• To keep levels of motivation and morale high,
managers must give recognition.
© 2012 Delmar, Cengage Learning
Self-Motivation
• When employees know an agency’s goals and
choose to help meet them
• Working for personal job satisfaction
• Dedication to work and making every hour count
© 2012 Delmar, Cengage Learning
Motivational Theories
• The hierarchy of needs—Maslow
– Physiological, safety and security, social, esteem and selfactualization
• Two-factor hygiene/motivator theory—Herzberg
– Tangible rewards that can cause dissatisfaction if lacking
– Intangible rewards can create satisfaction
• Reinforcement Theory—Skinner
– Positive and negative reinforcement
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Motivational Theories (cont.)
• The Expectancy Theory—Vroom
– Employees will choose the level of effort that matches the
performance opportunity for reward
• Contingency Theory—Morse and Lorsch
– Fitting tasks, officers and the agency’s goals so that
officers can feel competent
© 2012 Delmar, Cengage Learning
Causes and Symptoms of an
Unmotivated Work Force
• Causes
– Overwork
– Downsizing
– Boredom
• Symptoms
– Absenteeism
– Constant complaining
– Slovenly appearance
© 2012 Delmar, Cengage Learning
External, Tangible Motivators
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Salary and bonuses
Insurance
Retirement plans
Favorable working conditions
Paid vacation and holidays
Titles
Adequate equipment
© 2012 Delmar, Cengage Learning
Internal, Intangible Motivators
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Goals and achievement
Recognition
Self-respect
Opportunity for advancement
Opportunity to make a contribution
Belief in the individual and departmental goals
© 2012 Delmar, Cengage Learning
The Law Enforcement Career
as Motivator
• Three primary sources of job satisfaction
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2.
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The importance of the work itself
The sense of responsibility while doing the work
The feeling of recognition for that work
• Law enforcement can be made more motivating:
1.
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Job rotation
Job enlargement
Job enrichment
© 2012 Delmar, Cengage Learning
Benefits of Motivated Personnel
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Less sick leave
Better coverage
More arrests
Better investigations
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Morale: An Overview
• A person’s or group’s state of mind, level of enthusiasm and
amount of involvement with work and with life
• Morale can make or break an individual or an organization.
• Morale is always present.
• Management’s responsibility is to keep morale as high as
possible and to be alert to signs it may be dropping.
• Good or high morale is a can-do attitude.
© 2012 Delmar, Cengage Learning
Indicators of Morale Problems
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Lack of productivity, enthusiasm and cooperation
Absenteeism
Tardiness
Grievances
Complaints
Excessive turnover
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Reasons for Morale Problems
• Poor management
• Job dissatisfaction
• Failure to meet important individual needs
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Building Morale
• The individual most able to raise or lower individual
and departmental morale is the manager/supervisor
through leadership and open communication.
• Key considerations in building morale:
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Salary
Quality of supervision
Organizational and public support
Physical conditions at work
© 2012 Delmar, Cengage Learning
Options for Building Morale
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Being positive and upbeat
Setting clear, meaningful goals
and objectives
Setting appropriate standards
Being fair
Making no promises that cannot
be kept
Providing the necessary
resources
Developing organizational and
personal pride
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Providing a sense of
participation—teamwork
Treating each person as an
individual
Giving deserved recognition
Criticizing tactfully
Avoiding the “boss” attitude
Communicating effectively
© 2012 Delmar, Cengage Learning
Guidelines for Criticism
• Be certain of the facts. Do not make mountains out of
molehills.
• Correct in private; praise in public.
• Be objective and impersonal. Do not compare one officer
unfavorably with another.
• Ask questions; do not accuse. Allow those you are correcting
to explain themselves.
• Focus on the action that needs correcting, not on the
individual officer. Emphasize what is to be done, not what is
wrong.
© 2012 Delmar, Cengage Learning
Promotions and Morale
• Promotions must be
– Fair
– Based on management qualities
• Promotions must not be based on
– Technical skills
– Seniority
• When possible, promote from within.
© 2012 Delmar, Cengage Learning