Chapter Five – Motivation of
Personnel
 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.
 Motivation can be understood from two
perspectives
o Psychological
• Examine an individual’s state of mind to understand his or
her behavior.
• Individual value systems produce attitudes and motivation.
o Organizational
• Explore managerial behaviors that induce employees to
behave in certain ways.
• Provide mechanisms that enable employees to be highly
motivated.
 Classical school (Taylor, Fayol, Follett)
o Motivation is primarily a managerial
responsibility, i.e. to create clearly defined
rules and supervision strategies.
o Employees were thought to be selfmotivated if managers did their jobs.
 Human relations school (Barnard,
Drucker, Demming, Schein et. al.)
o Motivation is an interactive process
between workers and supervisors.
o Motivation is influenced by how
supervisors treat their employees.
o Manager/worker relationships are
cultivated to achieve organizational goals.
 Behavioral school
o Emphasizes the importance of manager and
leader behavior and other administrative
actions to employee motivation.
o 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.
 Need Theory (Maslow, 1943)
o All people have needs which affect their
behavioral patterns.
o Five basic needs
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Physiological
Safety/security
Belonging
Esteem
Self-actualization
o Humans are motivated (individually) by
their most basic need.
 Need Theory (Maslow, 1943)
oWhen lower level (primary) needs
(physiological, safety/security) are met
then they no longer become motivators.
oThen managers must focus on
motivating employees through higher
order needs like belonging, esteem and
self-actualization.
 Theory X and Theory Y (McGregor)
• Two approaches based on assumptions about human
behavior.
o 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.
o 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.
 Achievement-Power-Affiliation (McClelland)
o 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.
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 Expectancy theory
o A rational approach to motivation
o If a certain amount of effort is put forth, a calculated
outcome will result.
o Motivation is based on an expectation of success.
 Equity theory
o An individual’s motivation is affected by
his or her perception of fairness in the
workplace.
o Individual motivation must be
understood in relation to how other
employees are treated by management
and the organization.
 Theory Z (Ouchi)
o Management is concerned with production.
(Theory X)
o Management is concerned with the well-being
of workers as productive employees. (Theory Y)
o The organization cannot be viewed
independent of its environment (social,
political, economic).
o The work setting must be understood in
conjunction with other institutions in society,
like family and school.
 Quality circle programs
o Interactions among employees should provide for the
maximum growth of the individual.
o In doing so, the organization will become increasingly
effective.
 Management by Objectives (MBO)
o Individual managers and employees identify goals
o Both work toward their completion
o Evaluation of progress within a specific time period.
 An Integrated Model of Motivation
o Emphasis on personal motives and values
o Use of incentives and rewards
o Reinforcement
o Sufficient personnel and material resources
o Interpersonal and group processes that support
members’ goals.
 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.
o Need theory
o Theory X and Theory Y
o Achievement-power-affiliation theory
o Expectancy theory
o Equity theory
o Theory Z
 Each of these theories explain motivation within the
criminal justice system.
 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
o Quality circles
o Management by objectives
 An integrated model of motivation that incorporates many
different theories may be the most beneficial to criminal
justice administrators.
 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.